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The document discusses key topics in health care financial management including: - Driving changes in health care delivery such as rising costs, reimbursement mechanisms, and the Affordable Care Act. - Approaches to controlling costs like those taken by the Center for Medicare and Medicaid Services and value-based purchasing. - Goals of the health care system including improving access, lowering costs, and enhancing quality of care.

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HCM 213-ch1 Context of Health Care Financial Management ‫ة‬ ‫ي‬ ‫ح‬ ‫صال‬ ‫ة‬ ‫يا‬ ‫ع‬ ‫رلل‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫ةرا‬ ‫دإل‬ ‫ا‬ ‫قا‬ ‫ي‬ ‫س‬ Learning Objectives ‫مل‬ ‫عت‬ ‫ال‬ ‫فا‬ ‫د‬ ‫هأ‬ Identify key elements that are driving changes in health care delivery Identify key approaches to controlling health care costs and resulting ethical issues Identify key changes in reimbursement mechanisms to providers ‫ي‬ ‫ف‬ ‫ةد‬ ‫ا‬ ‫ي‬ ‫قال‬ ‫تار‬ ‫يي‬ ‫غ‬ ‫ت‬ ‫ال‬ ‫ي‬ ‫ه‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ئ‬ ‫رال‬ ‫رصا‬ ‫ن‬ ‫ع‬ ‫ال‬ ‫د‬ ‫ي‬ ‫دحت‬ ‫ةي‬ ‫حصال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫م‬ ‫ي‬ ‫دقت‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ىل‬ ‫ع‬ ‫ةر‬ ‫ط‬ ‫ي‬ ‫سلل‬ ‫ة‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ئ‬ ‫رال‬ ‫ج‬ ‫ه‬ ‫ن‬ ‫ال‬ ‫د‬ ‫ي‬ ‫دحت‬ ‫ةي‬ ‫قال‬ ‫خأ‬ ‫ا‬ ‫ي‬ ‫اض‬ ‫ق‬ ‫ن‬ ‫م‬ ‫اه‬ ‫ن‬ ‫ع‬ ‫جتن‬ ‫ي‬ ‫ام‬ ‫و‬ ‫ة‬ ‫ي‬ ‫حصال‬ ‫ي‬ ‫مد‬ ‫ق‬ ‫م‬ ‫ل‬ ‫دادسال‬ ‫ت‬ ‫ا‬ ‫ي‬ ‫آل‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ئ‬ ‫رال‬ ‫تار‬ ‫ي‬ ‫غ‬ ‫ت‬ ‫ال‬ ‫ىل‬ ‫ع‬ ‫فرع‬ ‫ت‬ ‫ال‬ Lowering Costs ‫ف‬ ‫ي‬ ‫ال‬ ‫كت‬ ‫ال‬ ‫ضفخ‬ Patient Protection and Affordable Care Act (ACA) The Affordable Care Act puts consumers back in charge of their health care. Under the law, a new “Patient’s Bill of Rights” gives the American people the stability and flexibility they need to make informed choices about their health. CMS trying to control rising costs Center for Medicare and Medicaid Services (CMS) demonstrate definitively that private insurance is increasingly less efficient than Medicare. Value Based Purchasing (VBP) Payment methodology that rewards quality of care through payment incentives and transparency in health care. ‫ة‬ ‫لوقعم‬ ‫را‬ ‫ع‬ ‫س‬ ‫أ‬ ‫ب‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫نوناق‬ ‫و‬ ‫ض‬ ‫ي‬ ‫رم‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ام‬ ‫ح‬ (ACA) ‫ةرم‬ ‫ن‬ ‫ي‬ ‫ك‬ ‫ل‬ ‫ه‬ ‫ت‬ ‫سمال‬ ‫عض‬ ‫ي‬ ‫ةلوقعم‬ ‫را‬ ‫ع‬ ‫سأب‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫نوناق‬ ‫ب‬ ‫ج‬ ‫وم‬ ‫ب‬ ‫و‬ . ‫ة‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ن‬ ‫ع‬ ‫ل‬ ‫و‬ ‫ؤ‬ ‫سمال‬ ‫ي‬ ‫ف‬ ‫ىرخأ‬ ‫ب‬ ‫عشال‬ ‫ي‬ ‫طعي‬ ‫د‬ ‫ي‬ ‫د‬ ‫ج‬ " ‫ق‬ ‫وق‬ ‫ح‬ ‫ن‬ ‫م‬ ‫ض‬ ‫ي‬ ‫رم‬ ‫ال‬ ‫ل‬ ‫ي‬ ‫ب‬ " ، ‫نونا‬ ‫ق‬ ‫ال‬ ‫ال‬ ‫ت‬ ‫خ‬ ‫ا‬‫ذ‬ ‫ي‬ ‫ح‬ ‫ت‬ ‫ا‬ ‫ج‬ ‫و‬ ‫ن‬ ‫ه‬ ‫ا‬ ‫ال‬ ‫ت‬ ‫ي‬ ‫و‬ ‫ال‬ ‫م‬ ‫ر‬ ‫و‬ ‫ن‬ ‫ة‬ ‫ا‬‫ال‬ ‫س‬ ‫ت‬ ‫ق‬ ‫ر‬ ‫ا‬‫ر‬ ‫ا‬‫أل‬ ‫م‬ ‫ر‬ ‫ي‬ ‫ك‬ ‫ي‬ . ‫م‬ ‫ه‬ ‫ت‬ ‫حص‬ ‫نأش‬ ‫ب‬ ‫ةري‬ ‫نت‬ ‫سم‬ ‫ت‬ ‫ارارق‬ ‫ال‬ ‫ت‬ ‫ك‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ا‬‫ر‬ ‫ت‬ ‫ف‬ ‫ا‬ ‫ع‬ ‫ع‬ ‫ل‬‫ى‬ ‫ل‬ ‫ل‬‫س‬ ‫ي‬ ‫ط‬ ‫ر‬ ‫ة‬ ‫م‬ ‫ح‬ ‫ا‬‫و‬ ‫ل‬‫ة‬ C M S ‫ت‬ ‫بث‬ ‫ت‬ (CMS) ‫ةيب‬ ‫ط‬ ‫ال‬ ‫ت‬ ‫امدخ‬ ‫ال‬ ‫و‬ ‫ة‬ ‫ي‬ ‫حصال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رلل‬ ‫زكرم‬ ‫م‬ ‫ن‬ ‫ك‬ ‫ف‬ ‫ا‬‫ء‬ ‫ة‬ ‫أ‬ ‫ق‬ ‫ل‬ ‫م‬ ‫ت‬ ‫ز‬ ‫ا‬ ‫ي‬ ‫د‬ ‫ب‬ ‫ش‬ ‫ك‬ ‫ل‬ ‫ال‬ ‫خ‬ ‫ا‬ ‫ص‬ ‫ال‬ ‫ت‬ ‫أ‬ ‫م‬ ‫ي‬ ‫ن‬ ‫أ‬ ‫ن‬ ‫ق‬ ‫ا‬ ‫ط‬ ‫ع‬ ‫ب‬ ‫ش‬ ‫ك‬ ‫ل‬ . ‫ةيب‬ ‫طال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ (VBP) ‫ت‬ ‫ا‬ ‫ي‬ ‫ر‬ ‫ت‬ ‫شمال‬ ‫ادا‬ ‫نت‬ ‫سا‬ ‫ةم‬ ‫ي‬ ‫ق‬ ‫ز‬ ‫ف‬ ‫اوح‬ ‫ال‬ ‫لال‬ ‫خ‬ ‫ن‬ ‫م‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ة‬ ‫ي‬ ‫عو‬ ‫ن‬ ‫ئفاك‬ ‫ت‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ع‬ ‫ف‬ ‫دال‬ ‫ة‬ ‫ي‬ ‫جه‬ ‫ن‬ ‫م‬ . ‫ةي‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫ر‬ ‫ال‬ ‫ال‬ ‫ج‬ ‫م‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫ي‬ ‫ف‬ ‫افشال‬ ‫و‬ ‫ع‬ ‫فد‬ Goals of the Health Care System ‫ة‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫ة‬ ‫يا‬ ‫ع‬ ‫ر‬ ‫ال‬ ‫ماظن‬ ‫فا‬ ‫د‬ ‫هأ‬ Access Cost Quality ‫و‬ ‫ص‬ ‫و‬ ‫ل‬ ‫ة‬ ‫ف‬ ‫لك‬ ‫ةدوج‬ 1. Access 1. ‫ال‬ ‫و‬ ‫ص‬ ‫و‬ ‫ل‬ • Help establish Health Insurance Marketplaces in every state to expand access to coverage for individuals and small businesses, reduce administrative expenses, and increase competition; • Work with states to expand Medicaid coverage to more low-income Americans; • Enhance HealthCare gov, which empowers consumers to make informed choices about health care options ‫لك‬ ‫يف‬ ‫قاوسال‬ ‫ا‬ ‫يح‬ ‫ص‬ ‫ال‬ ‫ن‬ ‫يمأتال‬ ‫س‬ ‫ي‬ ‫سأت‬ ‫د‬ ‫ع‬ ‫ا‬ ‫س‬ • ‫ل‬ ‫أل‬ ‫ف‬ ‫ر‬ ‫ا‬‫د‬ ‫ت‬ ‫غ‬ ‫ط‬ ‫ي‬ ‫ة‬ ‫إل‬ ‫ى‬ ‫ال‬ ‫و‬ ‫ص‬ ‫و‬ ‫ل‬ ‫ن‬ ‫ط‬ ‫ا‬ ‫ق‬ ‫ل‬ ‫ت‬ ‫و‬ ‫س‬ ‫ي‬ ‫ع‬ ‫و‬ ‫ال‬ ‫ي‬ ‫ة‬ ، ‫ة‬ ‫ي‬ ‫را‬ ‫دإل‬ ‫ا‬ ‫تاق‬ ‫ف‬ ‫ن‬ ‫ال‬ ‫نم‬ ‫د‬ ‫حال‬ ‫و‬ ، ‫ةر‬ ‫يغ‬ ‫صال‬ ‫تاك‬ ‫رشالو‬ ‫؛‬ ‫ة‬ ‫سفان‬ ‫م‬ ‫ال‬ ‫ةدايزو‬ ‫ال‬ ‫ط‬ ‫ب‬ ‫ي‬ ‫ة‬ ‫ال‬ ‫م‬ ‫س‬ ‫ا‬ ‫ع‬ ‫د‬ ‫ا‬ ‫ت‬ ‫ت‬ ‫غ‬ ‫ط‬ ‫ي‬ ‫ة‬ ‫ل‬ ‫ت‬ ‫و‬ ‫س‬ ‫ي‬ ‫ع‬ ‫ال‬ ‫د‬ ‫و‬ ‫ل‬ ‫م‬ ‫ع‬ ‫ال‬ ‫ع‬ ‫م‬ ‫ل‬ • ‫؛ض‬ ‫ف‬ ‫خ‬ ‫نم‬ ‫ال‬ ‫لخدال‬ ‫يو‬ ‫ذ‬ ‫ن‬ ‫ييك‬ ‫ر‬ ‫يم‬ ‫أل‬ ‫ا‬ ‫نم‬ ‫ديز‬ ‫م‬ ‫ال‬ ‫ى‬ ‫إل‬ • ‫ت‬ ‫م‬ ‫ك‬ ‫ن‬ ‫و‬ ‫ال‬ ‫ت‬ ‫ي‬ ، ‫ز‬ ‫ا‬‫و‬ ‫ي‬ ‫ه‬ ‫ال‬ ‫ص‬ ‫ح‬ ‫ي‬ ‫ة‬ ‫ال‬ ‫ر‬ ‫ع‬ ‫ا‬ ‫ي‬ ‫ة‬ ‫ت‬ ‫ع‬ ‫ز‬ ‫ي‬ ‫ز‬ ‫خ‬ ‫ي‬ ‫ا‬‫ر‬ ‫ا‬ ‫ت‬ ‫ب‬ ‫ش‬ ‫أ‬ ‫ن‬ ‫م‬ ‫س‬ ‫ت‬ ‫ن‬ ‫ي‬ ‫ر‬ ‫ة‬ ‫ق‬ ‫ر‬ ‫ا‬‫ر‬ ‫ا‬ ‫ت‬ ‫ا‬ ‫ت‬ ‫خ‬ ‫ا‬‫ذ‬ ‫م‬ ‫ن‬ ‫ال‬ ‫م‬ ‫س‬ ‫ت‬ ‫ه‬ ‫ل‬‫ك‬ ‫ي‬ ‫ن‬ ‫ة‬ ‫ي‬ ‫حصال‬ ‫ة‬ ‫يا‬ ‫عرال‬ 3 ‫نم‬1 ‫ةحفصال‬
3 ‫نم‬2 ‫ةحفصال‬ HCM 213-ch1 2. Cost 2. ‫ال‬ ‫ت‬ ‫ك‬ ‫ل‬‫ف‬ ‫ة‬ • Improve accessibility and integration of health care databases so researchers can identify cost-saving, health-protective, and quality-enhancing practices • Improve management of health care cost information to identify key drivers of high costs and reduce delivery of ineffective and inappropriate care; • Adopt and implement Affordable Care Act provisions to standardize administrative claims transactions and to achieve greater interoperability between administrative and clinical data ‫ال‬ ‫ب‬ ‫ي‬ ‫ا‬ ‫ن‬ ‫ا‬ ‫ت‬ ‫ق‬ ‫و‬ ‫ا‬ ‫ع‬ ‫د‬ ‫و‬ ‫ت‬ ‫ك‬ ‫ا‬ ‫م‬ ‫ل‬ ‫ال‬ ‫و‬ ‫ص‬ ‫و‬ ‫ل‬ ‫إ‬ ‫م‬ ‫ك‬ ‫ا‬ ‫ن‬ ‫ي‬ ‫ة‬ ‫ت‬ ‫ح‬ ‫س‬ ‫ي‬ ‫ن‬ • ‫م‬ ‫و‬ ‫ف‬ ‫ر‬ ‫ة‬ ‫ت‬ ‫ح‬ ‫د‬ ‫ي‬ ‫د‬ ‫ل‬ ‫ل‬‫ب‬ ‫ا‬ ‫ح‬ ‫ث‬ ‫ي‬ ‫ن‬ ‫ي‬ ‫م‬ ‫ك‬ ‫ن‬ ‫ب‬ ‫ح‬ ‫ي‬ ‫ث‬ ‫ال‬ ‫ص‬ ‫ح‬ ‫ي‬ ‫ة‬ ‫ال‬ ‫ر‬ ‫ع‬ ‫ا‬ ‫ي‬ ‫ة‬ ‫زز‬ ‫ع‬ ‫ت‬ ‫يتال‬ ‫تاسرام‬ ‫م‬ ‫ال‬ ‫و‬ ، ‫ة‬ ‫يئا‬ ‫ق‬ ‫وال‬ ‫ة‬ ‫ح‬ ‫صال‬ ، ‫ة‬ ‫ف‬ ‫لك‬ ‫ت‬ ‫لل‬ ‫ج‬ ‫و‬ ‫د‬ ‫ة‬ ‫ال‬ ‫ص‬ ‫ح‬ ‫ي‬ ‫ة‬ ‫ال‬ ‫ر‬ ‫ع‬ ‫ا‬ ‫ي‬ ‫ة‬ ‫ت‬ ‫ك‬ ‫ل‬‫ف‬ ‫ة‬ ‫ال‬ ‫م‬ ‫ع‬ ‫ل‬‫و‬ ‫م‬ ‫ا‬ ‫ت‬ ‫إ‬‫د‬ ‫ا‬‫ر‬ ‫ة‬ ‫ت‬ ‫ح‬ ‫س‬ ‫ي‬ ‫ن‬ • ‫نم‬ ‫د‬ ‫حال‬ ‫و‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫كت‬ ‫ال‬ ‫عاف‬ ‫ت‬ ‫رال‬ ‫ة‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ئ‬ ‫رال‬ ‫عف‬ ‫ا‬ ‫ود‬ ‫ال‬ ‫ديدحتل‬ . ‫ة‬ ‫ق‬ ‫ئ‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غو‬ ‫ةال‬ ‫ع‬ ‫ف‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫ميدقت‬ ‫ة‬ ‫ل‬ ‫و‬ ‫ق‬ ‫ع‬ ‫م‬ ‫راع‬ ‫سأ‬ ‫ب‬ ‫ة‬ ‫يا‬ ‫ع‬ ‫رال‬ ‫ن‬ ‫و‬ ‫ن‬ ‫ا‬ ‫ق‬ ‫ماكحأ‬ ‫ذي‬ ‫ف‬ ‫نت‬ ‫و‬ ‫د‬ ‫ا‬ ‫مت‬ ‫عا‬ • ‫ق‬ ‫د‬ ‫ر‬ ‫و‬ ‫ت‬ ‫ح‬ ‫ق‬ ‫ي‬ ‫ق‬ ‫ا‬‫إل‬ ‫د‬ ‫ا‬‫ر‬ ‫ي‬ ‫ة‬ ‫ال‬ ‫م‬ ‫ط‬ ‫ال‬ ‫ب‬ ‫ا‬ ‫ت‬ ‫ال‬ ‫م‬ ‫ع‬ ‫ا‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ل‬ ‫ت‬ ‫و‬ ‫ح‬ ‫ي‬ ‫د‬ ‫و‬ ‫ال‬ ‫س‬ ‫ر‬ ‫ي‬ ‫ر‬ ‫ي‬ ‫ة‬ ‫ا‬‫إل‬ ‫د‬ ‫ا‬‫ر‬ ‫ي‬ ‫ة‬ ‫ال‬ ‫ب‬ ‫ي‬ ‫ا‬ ‫ن‬ ‫ا‬ ‫ت‬ ‫ب‬ ‫ي‬ ‫ن‬ ‫ال‬ ‫ت‬ ‫و‬ ‫ا‬ ‫ف‬ ‫ق‬ ‫م‬ ‫ن‬ ‫أ‬ ‫ك‬ ‫ب‬ ‫ر‬ 3. Quality 3. ‫ج‬ ‫و‬ ‫د‬ ‫ة‬ • Identify innovative solutions to minimize harm in all settings by engaging local front- line providers, patients, and families in multi-stakeholder meetings • Implement Learning and Action Networks to share best practices for promoting quality, patient safety, prevention, health literacy, and improved care transitions • Improve the quality of, safety of, and access to care in long-term services and supports settings, behavioral health services, and acute care hospitals, and through state health departments; ‫ة‬ ‫ف‬ ‫ا‬ ‫ك‬ ‫يف‬ ‫رار‬ ‫ض‬ ‫أل‬ ‫ا‬ ‫نم‬ ‫د‬ ‫حلل‬ ‫ةر‬ ‫ك‬ ‫ت‬ ‫ب‬ ‫م‬ ‫ل‬ ‫ول‬ ‫ح‬ ‫ديدح‬ ‫ت‬ • ‫ط‬ ‫و‬ ‫طخال‬ ‫يف‬ ‫ة‬ ‫ي‬ ‫لحم‬ ‫ال‬ ‫طارخنال‬ ‫ا‬ ‫لالخ‬ ‫نم‬ ‫ت‬ ‫ا‬ ‫د‬ ‫ا‬ ‫د‬ ‫عإل‬ ‫ا‬ ‫ف‬ ‫ي‬ ‫و‬ ‫ا‬‫أل‬ ‫س‬ ‫ر‬ ، ‫و‬ ‫ال‬ ‫م‬ ‫ر‬ ‫ض‬ ‫ى‬ ، ‫ال‬ ‫خ‬ ‫د‬ ‫م‬ ‫ا‬ ‫ت‬ ‫م‬ ‫ق‬ ‫د‬ ‫م‬ ‫ي‬ ‫ا‬‫أل‬ ‫م‬ ‫ا‬ ‫م‬ ‫ي‬ ‫ة‬ ‫ن‬ ‫يد‬ ‫د‬ ‫عتم‬ ‫ال‬ ‫ةحل‬ ‫ص‬ ‫م‬ ‫ال‬ ‫باح‬ ‫صأ‬ ‫تا‬ ‫ع‬ ‫امت‬ ‫جا‬ ‫لض‬ ‫ف‬ ‫أ‬ ‫ل‬ ‫د‬ ‫ا‬ ‫ب‬ ‫ت‬ ‫ل‬ ‫ل‬ ‫مع‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫كب‬ ‫شو‬ ‫مل‬ ‫عت‬ ‫ال‬ ‫قي‬ ‫ب‬ ‫طت‬ • ، ‫ىضر‬ ‫م‬ ‫ال‬ ‫ة‬ ‫م‬ ‫السو‬ ‫ةدوجال‬ ‫ز‬ ‫ي‬ ‫ز‬ ‫عت‬ ‫ل‬ ‫تاسرام‬ ‫م‬ ‫ال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫ن‬ ‫ي‬ ‫سح‬ ‫ت‬ ‫و‬ ، ‫ة‬ ‫حصال‬ ‫و‬ ‫ة‬ ‫يم‬ ‫أل‬ ‫ا‬ ‫وح‬ ‫م‬ ‫و‬ ، ‫ة‬ ‫ياقو‬ ‫الو‬ ‫ال‬ ‫ت‬ ‫ح‬ ‫و‬ ‫ال‬ ‫ت‬ ‫يف‬ ‫ة‬ ‫يا‬ ‫عر‬ ‫ال‬ ‫ى‬ ‫إل‬ ‫ل‬ ‫وصوال‬ ‫و‬ ‫ة‬ ‫م‬ ‫السالو‬ ‫ةدو‬ ‫ج‬ ‫ن‬ ‫ي‬ ‫سحت‬ • ، ‫تادا‬ ‫د‬ ‫ع‬ ‫إ‬ ‫م‬ ‫ع‬ ‫د‬ ‫ت‬ ‫و‬ ، ‫ل‬ ‫يوط‬ ‫ال‬ ‫ى‬ ‫د‬ ‫م‬ ‫ال‬ ‫ى‬ ‫لع‬ ‫تامد‬ ‫خال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫ت‬ ‫ا‬ ‫يف‬ ‫ش‬ ‫ت‬ ‫س‬ ‫م‬ ‫و‬ ، ‫ة‬ ‫يكولسال‬ ‫ة‬ ‫ي‬ ‫حصال‬ ‫تامد‬ ‫خال‬ ‫و‬ . ‫ل‬ ‫ل‬‫د‬ ‫و‬ ‫ل‬‫ة‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ب‬ ‫ع‬ ‫ة‬ ‫ال‬ ‫ص‬ ‫ح‬ ‫ي‬ ‫ة‬ ‫ا‬‫إل‬ ‫د‬ ‫ا‬‫ر‬ ‫ا‬ ‫ت‬ ‫خ‬ ‫ال‬ ‫ل‬ ‫و‬ ‫م‬ ‫ن‬ ، ‫ال‬ ‫ح‬ ‫ا‬‫د‬ ‫ة‬ Changing Methods Of Health Care Financing and Delivery ‫م‬ ‫ي‬ ‫لستو‬ ‫ة‬ ‫ي‬ ‫ح‬ ‫صال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫ل‬ ‫يو‬ ‫م‬ ‫ت‬ ‫قرط‬ ‫ر‬ ‫ي‬ ‫ي‬ ‫غ‬ ‫ت‬ • Requirement that almost all individuals have insurance coverage • Requirement that states create insurance exchanges • Provisions for expansion of Medicaid (is a social health care program for families and individuals with low income and resources) • Provisions for medical loss ratio and premium rate reviews • Bundled payments and VBP • Accountable Care Organizations ‫ة‬ ‫ي‬ ‫ط‬ ‫غ‬ ‫ت‬ ‫مه‬ ‫ي‬ ‫د‬ ‫ل‬ ‫د‬ ‫ا‬ ‫رفأل‬ ‫ا‬ ‫عيم‬ ‫ج‬ ‫نم‬ ‫ب‬ ‫رقي‬ ‫ام‬ ‫نأ‬ ‫بوج‬ ‫و‬ • ‫ت‬ ‫أ‬ ‫م‬ ‫ي‬ ‫ن‬ ‫ي‬ ‫ة‬ ‫ن‬ ‫يمأتال‬ ‫قاوسأ‬ ‫ءا‬ ‫شن‬ ‫إ‬ ‫ى‬ ‫لع‬ ‫صن‬ ‫ت‬ ‫نأ‬ ‫بوج‬ ‫و‬ • ‫ع‬ ‫ن‬ ‫ع‬ ‫ب‬ ‫ا‬‫ر‬ ‫ة‬ ‫ه‬ ‫و‬( ‫ال‬ ‫ط‬ ‫ب‬ ‫ي‬ ‫ة‬ ‫ال‬ ‫م‬ ‫س‬ ‫ا‬ ‫ع‬ ‫د‬ ‫ة‬ ‫ل‬ ‫ت‬ ‫و‬ ‫س‬ ‫ي‬ ‫ع‬ ‫أ‬ ‫ح‬ ‫ك‬ ‫ا‬ ‫م‬ • ‫و‬ ‫ا‬‫أل‬ ‫ف‬ ‫ر‬ ‫ا‬‫د‬ ‫ل‬ ‫أل‬ ‫س‬ ‫ر‬ ‫ا‬‫ال‬ ‫ج‬ ‫ت‬ ‫م‬ ‫ا‬ ‫ع‬ ‫ي‬ ‫ال‬ ‫ص‬ ‫ح‬ ‫ي‬ ‫ة‬ ‫ال‬ ‫ر‬ ‫ع‬ ‫ا‬ ‫ي‬ ‫ة‬ ‫ب‬ ‫ر‬ ‫ن‬ ‫ا‬ ‫م‬ ‫ج‬ ) ‫د‬ ‫راو‬ ‫م‬ ‫ال‬ ‫و‬ ‫ضفخ‬ ‫ن‬ ‫م‬ ‫ال‬ ‫لخدال‬ ‫يوذ‬ ‫طس‬ ‫ق‬ ‫ل‬ ‫دع‬ ‫م‬ ‫تاع‬ ‫جار‬ ‫م‬ ‫و‬ ‫ة‬ ‫يب‬ ‫طال‬ ‫ةراسخال‬ ‫ة‬ ‫ب‬ ‫س‬ ‫ن‬ ‫ل‬ ‫ماكحأ‬ • ‫ال‬ ‫ت‬ ‫أ‬ ‫م‬ ‫ي‬ ‫ن‬ VBP ‫و‬ ‫ة‬ ‫عم‬ ‫ج‬ ‫م‬ ‫ال‬ ‫تا‬ ‫ع‬ ‫وفدمال‬ • ‫ةلءاسم‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫نع‬ ‫ال‬ ‫تام‬ ‫ظ‬ ‫ن‬ ‫م‬ ‫ال‬ • Trends ‫ا‬ ‫ت‬ ‫ج‬ ‫ا‬ ‫ه‬ ‫ا‬ ‫ت‬ • Rise of uninsured from 36 million to 50 million 2001-2010 • ACA authorizes competitive insurance marketplace • Rise of uncompensated care for the uninsured 2001-2011 • Accountable Care Organizations • Patient Centered Medical Home • New technology • VBP -00333333 ‫مه‬ ‫ي‬ ‫لع‬ ‫ن‬ ‫مؤ‬ ‫م‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫عاف‬ ‫ت‬ ‫را‬ • 1323-1332 03333333 ‫ن‬ ‫يمأ‬ ‫ت‬ ‫ال‬ ‫ق‬ ‫و‬ ‫سال‬ ‫ة‬ ‫ي‬ ‫سفانت‬ ‫ل‬ ‫وخ‬ ‫ي‬ ACA • -1332 ‫ن‬ ‫مؤ‬ ‫م‬ ‫ال‬ ‫ر‬ ‫يغ‬ ‫ل‬ ‫ة‬ ‫يناجمال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫دوع‬ ‫ص‬ • 1322 ‫ةلءاسم‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫نع‬ ‫ال‬ ‫تام‬ ‫ظ‬ ‫ن‬ ‫م‬ ‫ال‬ • ‫ة‬ ‫يب‬ ‫طال‬ ‫ة‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ئ‬ ‫رال‬ ‫اهروح‬ ‫م‬ ‫ضير‬ ‫م‬ ‫ال‬ • ‫ة‬ ‫ديد‬ ‫ج‬ ‫اي‬ ‫ج‬ ‫ولو‬ ‫ن‬ ‫ك‬ ‫ت‬ • VBP •
HCM 213-ch1 Factors Affecting the Cost of Care ‫ة‬ ‫يا‬ ‫عرال‬ ‫ة‬ ‫ف‬ ‫لكت‬ ‫يف‬ ‫ةر‬ ‫ث‬ ‫ؤ‬ ‫م‬ ‫ال‬ ‫ل‬ ‫م‬ ‫او‬ ‫ع‬ ‫ال‬ Impacts to Reimbursement ‫د‬ ‫ا‬ ‫د‬ ‫سل‬ ‫راثآل‬ ‫ا‬ • Cost Accounting Systems • Group Purchasing Organizations • Reengineering/Redesigning • Mergers and Acquisitions • Retail Health Care • Medical Tourism • Compliance • Recovery Audit Contractors (RACs) • VBP • New DRG System • ICD 10 ‫ف‬ ‫ي‬ ‫ال‬ ‫كت‬ ‫ال‬ ‫ة‬ ‫ب‬ ‫ساحم‬ ‫مظن‬ • ‫ة‬ ‫ع‬ ‫و‬ ‫م‬ ‫ج‬ ‫م‬ ‫ال‬ ‫تاي‬ ‫ر‬ ‫ت‬ ‫ش‬ ‫م‬ ‫ال‬ ‫تام‬ ‫ظ‬ ‫ن‬ ‫م‬ ‫ال‬ • ‫مي‬ ‫م‬ ‫صت‬ ‫ةدا‬ ‫ع‬ ‫إ‬ / ‫ةسدنه‬ ‫ةدا‬ ‫ع‬ ‫إ‬ • ‫ذ‬ ‫ا‬ ‫وح‬ ‫ت‬ ‫سال‬ ‫او‬ ‫ج‬ ‫مد‬ ‫ال‬ ‫تايل‬ ‫م‬ ‫ع‬ • ‫ة‬ ‫ئ‬ ‫زجتال‬ ‫ة‬ ‫ي‬ ‫حصال‬ ‫ة‬ ‫يا‬ ‫عرال‬ • ‫ة‬ ‫يب‬ ‫ط‬ ‫ةحاي‬ ‫س‬ • ‫ا‬‫ال‬ ‫ل‬‫ت‬ ‫ز‬ ‫ا‬ ‫م‬ • ) ‫ة‬ ‫لص‬ ‫ال‬ ‫تاذ‬ ‫ةطش‬ ‫ن‬ ‫ألا‬ ‫ز‬ ‫وم‬ ‫ر‬ ( ‫ن‬ ‫ي‬ ‫لواق‬ ‫م‬ ‫ال‬ ‫ةداع‬ ‫ت‬ ‫سا‬ ‫ق‬ ‫ي‬ ‫ق‬ ‫د‬ ‫ت‬ ‫ال‬ • VBP • DRG ‫ديدج‬ ‫ال‬ ‫ماظ‬ ‫ن‬ ‫ال‬ • ICD 10 • Summary ‫م‬ ‫ل‬‫خ‬ ‫ص‬ Health care administrator faces numerous complex issues when making strategic and financial decisions. High ethical standards must be demonstrated ‫ةديدعال‬ ‫اياضقال‬ ‫ة‬ ‫ي‬ ‫حصال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫ر‬ ‫يد‬ ‫م‬ ‫هجاوي‬ • . ‫و‬ ‫ال‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ة‬ ‫ا‬‫ال‬ ‫س‬ ‫ت‬ ‫ر‬ ‫ا‬ ‫ت‬ ‫ي‬ ‫ج‬ ‫ي‬ ‫ة‬ ‫ال‬ ‫ق‬ ‫ر‬ ‫ا‬‫ر‬ ‫ا‬ ‫ت‬ ‫ا‬ ‫ت‬ ‫خ‬ ‫ا‬‫ذ‬ ‫ع‬ ‫ن‬ ‫د‬ ‫ال‬ ‫م‬ ‫ع‬ ‫ق‬ ‫د‬ ‫ة‬ ‫ال‬ ‫ع‬ ‫ال‬ ‫ي‬ ‫ة‬ ‫ا‬‫أل‬ ‫خ‬ ‫ال‬ ‫ق‬ ‫ي‬ ‫ة‬ ‫ال‬ ‫م‬ ‫ع‬ ‫ا‬ ‫ي‬ ‫ي‬ ‫ر‬ ‫ي‬ ‫ث‬ ‫ب‬ ‫ت‬ ‫أ‬ ‫ن‬ ‫ي‬ ‫ج‬ ‫ب‬ • 3 ‫نم‬3 ‫ةحفصال‬
HCM 213-Ch2 Health Care Financial Statements ‫ة‬ ‫ي‬ ‫حصال‬ ‫ة‬ ‫يا‬ ‫عرلل‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫تانا‬ ‫ي‬ ‫ب‬ ‫ال‬ Learning Objectives ‫مل‬ ‫عت‬ ‫ال‬ ‫فا‬ ‫د‬ ‫هأ‬ • Identify basic financial statements for health care entities • Read basic financial statements ‫ة‬ ‫ي‬ ‫ساسأل‬ ‫ا‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫تانا‬ ‫ي‬ ‫ب‬ ‫ال‬ ‫ديدح‬ ‫ت‬ • ‫ة‬ ‫ي‬ ‫حصال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫تانا‬ ‫ي‬ ‫ك‬ ‫لل‬ ‫ا‬‫أل‬‫اس‬‫س‬‫ةي‬ ‫ةيالمال‬ ‫بال‬‫ي‬‫ا‬‫ن‬‫ا‬‫ت‬ ‫ةءارق‬ • Terms to Know ‫ف‬ ‫ر‬ ‫ع‬ ‫ي‬ ‫نأ‬ ‫ثي‬ ‫ح‬ • Generally Accepted Accounting Principles(GAAP) • Financial Accounting Standards Board (FASB) used on both commercial and not for profit • Governmental Accounting Standards Board (GASB) government- standard set of financial statements )GAAP( ‫ا‬ ‫مو‬ ‫م‬ ‫ع‬ ‫ةلو‬ ‫بقم‬ ‫ال‬ ‫ة‬ ‫ب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫ئ‬ ‫د‬ ‫اب‬ ‫م‬ • )FASB( ‫ة‬ ‫ب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫ر‬ ‫يياع‬ ‫م‬ ‫سلج‬ ‫م‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ • ‫نم‬ ‫س‬ ‫ي‬ ‫لو‬ ‫ة‬ ‫ي‬ ‫راجتال‬ ‫ءاوس‬ ‫دح‬ ‫ى‬ ‫لع‬ ‫ة‬ ‫مد‬ ‫خ‬ ‫ت‬ ‫س‬ ‫م‬ ‫ال‬ ‫ح‬ ‫ب‬ ‫رال‬ ‫لجأ‬ ‫ة‬ ‫ب‬ ‫س‬ ‫احمال‬ ‫ر‬ ‫يي‬ ‫ا‬ ‫ع‬ ‫م‬ ‫سلج‬ ‫م‬ ‫ة‬ ‫يمو‬ ‫ك‬ ‫حال‬ • ‫نم‬ ‫ق‬ ‫ي‬ ‫ا‬ ‫س‬ ‫ي‬ ‫ة‬ ‫ةعومجم‬ ‫ايموكح‬ )GASB( ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫تانا‬ ‫ي‬ ‫ب‬ ‫ال‬ Generally Accepted Accounting Principles ‫ا‬ ‫مو‬ ‫م‬ ‫ع‬ ‫ةلو‬ ‫بقم‬ ‫ال‬ ‫ة‬ ‫ب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫ئ‬ ‫د‬ ‫ابم‬ Financial accounting practice is governed by concepts and rules known as generally accepted accounting principles (GAAP). ‫لالخ‬ ‫نم‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫ة‬ ‫يب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫تاسرام‬ ‫م‬ ‫ال‬ ‫ع‬ ‫ضخي‬ ‫ئ‬ ‫د‬ ‫اب‬ ‫م‬ ‫مساب‬ ‫ةفور‬ ‫عم‬ ‫ال‬ ‫د‬ ‫ع‬ ‫اوقالو‬ ‫ميها‬ ‫فم‬ ‫ال‬ .)GAAP( ‫امو‬ ‫م‬ ‫ع‬ ‫ةلو‬ ‫بقم‬ ‫ال‬ ‫ة‬ ‫ب‬ ‫ساح‬ ‫م‬ ‫ال‬ Relevant Information Affects the decision of its users. ‫ة‬ ‫ل‬ ‫ص‬ ‫تاذ‬ ‫ت‬ ‫امولعم‬ ‫نم‬ ‫رارق‬ ‫ى‬ ‫لع‬ ‫ر‬ ‫ثؤي‬ ‫اهيمدختسم‬ . Reliable Information Is trusted by users. ‫ةق‬ ‫وثو‬ ‫م‬ ‫ت‬ ‫امولعم‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫نم‬ ‫اه‬ ‫ب‬ ‫ق‬ ‫و‬ ‫ثو‬ ‫م‬ ‫و‬ ‫نيمدختسمال‬. Comparable Information Used in comparisons across years & companies. ‫ةل‬ ‫ب‬ ‫ا‬ ‫ق‬ ‫ت‬ ‫امولعم‬ ‫لل‬‫م‬‫اق‬‫ر‬‫ةن‬ ‫ة‬ ‫ن‬ ‫راق‬ ‫م‬ ‫ال‬ ‫يف‬ ‫ة‬ ‫مد‬ ‫خ‬ ‫ت‬ ‫س‬ ‫م‬ ‫ال‬ ‫ت‬ ‫اك‬ ‫رشالو‬ ‫ت‬ ‫او‬ ‫ن‬ ‫سال‬ ‫ن‬ ‫ي‬ ‫ب‬ . ‫ة‬ ‫يب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫تا‬ ‫ضار‬ ‫ت‬ ‫فالاو‬ ‫ئ‬ ‫د‬ ‫اب‬ ‫م‬ ‫ال‬ Principles and Assumptions of Accounting Measurement principle (also called cost principle) Going-concern assumption means that means that accounting information is based on actual cost. accounting information reflects a presumption the business will continue operating. Revenue recognition principle provides guidance on Monetary unit assumption means we can when a company must recognize revenue. express transactions in money. Matching principle (expense recognition) prescribes Time period assumption presumes that the life that a company must record its expenses incurred to generate the revenue. of a company can be divided into time periods, such as months and years. Full disclosure principle requires a company to Business entity assumption means that a report the details behind financial statements that would impact users’ decisions. business is accounted for separately from its owner or other business entities. ‫تامولعمال‬ ‫نأ‬ ‫ي‬ ‫ع‬ ‫ن‬ ‫ي‬ ) ‫ال‬ ‫ت‬ ‫ك‬ ‫ل‬ ‫ف‬ ‫ة‬ ‫أدبم‬ ‫أ‬‫ي‬‫ض‬‫ا‬ ‫ىمستو‬ ( ‫قال‬‫ي‬‫ا‬‫س‬ ‫أدبم‬ ‫ال‬ ‫ف‬ ‫ع‬ ‫ل‬ ‫ي‬ ‫ة‬ ‫ال‬ ‫ت‬ ‫ك‬ ‫ل‬ ‫ف‬ ‫ة‬ ‫أ‬ ‫س‬ ‫ا‬ ‫س‬ ‫لع‬‫ى‬ ‫احمال‬‫س‬‫ب‬‫ي‬‫ة‬ . ‫احمال‬‫س‬‫ب‬‫ي‬‫ة‬ ‫تامولعمال‬ ‫نأ‬ ‫ي‬ ‫ع‬ ‫ن‬ ‫ي‬ ‫ا‬‫ال‬‫تف‬‫ر‬‫ا‬‫ض‬ ‫اشن‬‫ط‬ ‫ارمتسا‬‫ر‬ ‫ة‬ ‫ل‬ ‫م‬ ‫ا‬ ‫ع‬ ‫ال‬ ‫لم‬ ‫ع‬ ‫ال‬ ‫رم‬ ‫ت‬ ‫س‬ ‫ي‬ ‫س‬ ‫ضار‬ ‫ت‬ ‫فا‬ ‫سك‬ ‫ع‬ ‫ي‬ . ‫ةكرشال‬ ‫لع‬‫ى‬ ‫بجي‬ ‫تم‬‫ى‬ ‫أشب‬‫ن‬ ‫تاداشرا‬ ‫فارتعالا‬ ‫أدبم‬ ‫تادئاع‬ ‫ي‬ ‫و‬ ‫ف‬ ‫ر‬ ‫ت‬ ‫ادار‬ ‫ي‬ ‫إلا‬ ‫فر‬ ‫ت‬ ‫عت‬ ‫نأ‬ . ‫تالماعمال‬ ‫نع‬ ‫ت‬ ‫ع‬ ‫ب‬ ‫ر‬ ‫نأ‬ ‫نكمي‬ ‫أ‬‫ن‬‫ن‬‫ا‬ ‫ي‬ ‫ع‬ ‫ن‬ ‫ي‬ ‫نال‬‫ق‬‫د‬‫ي‬‫ة‬ ‫ةدحوال‬ ‫ضرف‬ ‫ال‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ف‬ . ‫ن‬ ‫أ‬ ‫ب‬ ‫ج‬ ‫ي‬ ‫ةكرشال‬ ‫ن‬ ‫أ‬ ‫ىل‬ ‫ع‬ ‫ص‬ ‫ن‬ ‫ي‬ ) ‫ف‬ ‫ا‬ ‫ر‬ ‫ت‬ ‫ع‬ ‫الا‬ ‫ب‬ ‫اس‬ ‫ح‬ ( ‫أد‬ ‫ب‬ ‫م‬ ‫ةق‬ ‫ب‬ ‫ا‬ ‫طم‬ ‫ت‬ ‫ادار‬ ‫ي‬ ‫إلا‬ ‫د‬ ‫ي‬ ‫لوتل‬ ‫اه‬ ‫ت‬ ‫د‬ ‫ب‬ ‫كت‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫اق‬ ‫فن‬ ‫ال‬ ‫لجس‬ ‫ت‬ . ‫ن‬ ‫ك‬ ‫مي‬ ‫و‬ ‫ةكرشال‬ ‫ةا‬ ‫ي‬ ‫ح‬ ‫ن‬ ‫أ‬ ‫ضر‬ ‫ت‬ ‫في‬ ‫ضار‬ ‫ت‬ ‫فا‬ ‫ة‬ ‫ين‬ ‫مز‬ ‫ال‬ ‫ةرت‬ ‫ف‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ونسال‬ ‫و‬ ‫رو‬ ‫ه‬ ‫شال‬ ‫ل‬ ‫ث‬ ‫م‬ ، ‫ة‬ ‫ين‬ ‫مز‬ ‫تار‬ ‫ت‬ ‫ف‬ ‫ىإل‬ ‫اه‬ ‫م‬ ‫ي‬ ‫سق‬ ‫ت‬ . ‫ءارو‬ ‫ل‬ ‫ي‬ ‫صاف‬ ‫ت‬ ‫ن‬ ‫ع‬ ‫غال‬ ‫ب‬ ‫إل‬ ‫ل‬ ‫ةكرش‬ ‫بلط‬ ‫ت‬ ‫ي‬ ‫ل‬ ‫م‬ ‫ا‬ ‫ك‬ ‫ال‬ ‫حاصفإلا‬ ‫أد‬ ‫ب‬ ‫م‬ ‫تسمال‬‫خ‬‫يمد‬‫ن‬ ‫تارارق‬ ‫لع‬‫ى‬ ‫ت‬ ‫ؤ‬ ‫ث‬ ‫ر‬ ‫نأ‬ ‫اهنأش‬ ‫نم‬ ‫ال‬ ‫ت‬ ‫ي‬ ‫ةيالمال‬ ‫بال‬‫ي‬‫ا‬‫ن‬‫ا‬‫ت‬ . ‫ب‬ ‫ش‬ ‫ك‬ ‫ل‬ ‫ا‬‫ح‬‫ت‬‫س‬‫ا‬‫ب‬‫ه‬‫ا‬ ‫ي‬ ‫ت‬ ‫م‬ ‫لمعال‬ ‫نأ‬ ‫ي‬ ‫ع‬ ‫ن‬ ‫ي‬ ‫ا‬‫ال‬‫تف‬‫ر‬‫ا‬‫ض‬ ‫يراجت‬ ‫يك‬‫ا‬‫ن‬ ‫ى‬ ‫رخأ‬ ‫ة‬ ‫ي‬ ‫ر‬ ‫اج‬ ‫ت‬ ‫ت‬ ‫ا‬ ‫ن‬ ‫ا‬ ‫ي‬ ‫ك‬ ‫وأ‬ ‫ه‬ ‫ب‬ ‫حاص‬ ‫ن‬ ‫ع‬ ‫ل‬ ‫صف‬ ‫ن‬ ‫م‬ . Setting Accounting Principles ‫ة‬ ‫ب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫ئ‬ ‫د‬ ‫اب‬ ‫م‬ ‫ع‬ ‫ضو‬ In the United States, the Securities and Exchange Commission, a government agency, has the legal authority to establish reporting requirements and set GAAP for companies that issue stock to the public. ‫ةيالمال‬ ‫قاروالا‬ ‫ةنجل‬ ، ‫ةدحتمال‬ ‫تايالوال‬ ‫ف‬ ‫ي‬ ‫ةطلسال‬ ‫اه‬ ‫ي‬ ‫د‬ ‫ل‬ ، ‫ة‬ ‫ي‬ ‫موكح‬ ‫ة‬ ‫ال‬ ‫ك‬ ‫و‬ ‫ي‬ ‫ه‬ ‫و‬ ، ‫ت‬ ‫ا‬ ‫صر‬ ‫و‬ ‫ب‬ ‫الو‬ ‫عض‬ ‫وو‬ ‫ر‬ ‫ي‬ ‫ر‬ ‫ا‬ ‫ق‬ ‫ت‬ ‫ال‬ ‫داد‬ ‫ع‬ ‫إ‬ ‫ت‬ ‫ا‬ ‫ب‬ ‫لط‬ ‫ت‬ ‫م‬ ‫عض‬ ‫ول‬ ‫ة‬ ‫ين‬ ‫ونا‬ ‫ق‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫كرشلل‬ ‫ة‬ ‫ب‬ ‫س‬ ‫ن‬ ‫الب‬ ‫اموم‬ ‫ع‬ ‫ة‬ ‫ل‬ ‫وبق‬ ‫م‬ ‫ال‬ ‫ة‬ ‫ب‬ ‫ساحم‬ ‫ال‬ ‫ئ‬ ‫دا‬ ‫ب‬ ‫م‬ . ‫ر‬ ‫وهمجل‬ ‫ل‬ ‫م‬ ‫ه‬ ‫سألا‬ ‫ردصت‬ ‫ي‬ ‫ت‬ ‫ال‬ The Financial Accounting Standards Board is the private group that sets both broad and specific principles. ‫ةع‬ ‫و‬ ‫م‬ ‫ج‬ ‫م‬ ‫ال‬ ‫يه‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫ة‬ ‫ب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫ي‬ ‫اع‬ ‫م‬ ‫سلجم‬ ‫ةص‬ ‫اخ‬ ‫الو‬ ‫ة‬ ‫ماع‬ ‫ال‬ ‫ئ‬ ‫د‬ ‫اب‬ ‫م‬ ‫ال‬ ‫د‬ ‫د‬ ‫حت‬ ‫يتال‬ ‫ة‬ ‫ص‬ ‫اخ‬ ‫ال‬ . ‫ءاوس‬ ‫دح‬ ‫ى‬ ‫لع‬ The International Accounting Standards Board(IASB) )IASB( ‫ة‬ ‫ي‬ ‫لودال‬ ‫ة‬ ‫ب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫ي‬ ‫اع‬ ‫م‬ ‫سلجم‬ 1
HCM 213-Ch2 accounting practices in other countries. More than 100 countries now require or permit companies to prepare financial reports following IFRS. ‫نا‬ ‫دل‬ ‫ب‬ ‫يف‬ ‫ةل‬ ‫ضف‬ ‫م‬ ‫ال‬ ‫ة‬ ‫يب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫تاسرام‬ ‫م‬ ‫ال‬ ‫د‬ ‫د‬ ‫حت‬ ‫و‬ ‫أ‬ ‫نآل‬ ‫ا‬ ‫ة‬ ‫ل‬ ‫و‬ ‫د‬ 011 ‫نم‬ ‫ر‬ ‫ثك‬ ‫أ‬ ‫ب‬ ‫لط‬ ‫ت‬ ‫ت‬ . ‫ى‬ ‫رخأ‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫راق‬ ‫ت‬ ‫ال‬ ‫د‬ ‫ا‬ ‫د‬ ‫ع‬ ‫إل‬ ‫تاك‬ ‫رشال‬ ‫حام‬ ‫سال‬ . ‫ة‬ ‫ي‬ ‫ال‬ ‫ت‬ ‫ال‬ IFRS Governmental Accounting Standards Board (GASB) )GASB( ‫ة‬ ‫ب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫ر‬ ‫يي‬ ‫ا‬ ‫ع‬ ‫م‬ ‫سلج‬ ‫م‬ ‫ة‬ ‫يمو‬ ‫ك‬ ‫حال‬ • An organization whose main purpose is to improve and create accounting reporting standards or generally accepted accounting principles (GAAP). • These standards make it easier for users to understand and use the financial records of both state and local governments. • The Government Accounting Standards Board (GASB) is funded and monitored by the Financial Accounting Foundation (FAF). ‫ءاشنإو‬ ‫ت‬ ‫ح‬ ‫س‬ ‫ي‬ ‫ن‬ ‫ىإل‬ ‫فدهي‬ ‫يذال‬ ‫ةمظنم‬ • ‫ةبساحمال‬ ‫ئدابم‬ ‫وأ‬ ‫احمال‬‫س‬‫ب‬‫ي‬‫ة‬ ‫تال‬‫ق‬‫ا‬‫ر‬‫ي‬‫ر‬ ‫اعم‬‫ي‬‫ي‬‫ر‬ . ‫يسي‬ ‫ئ‬ ‫رال‬ ‫ض‬ ‫ر‬ ‫غ‬ ‫ال‬ )GAAP( ‫امو‬ ‫م‬ ‫ع‬ ‫ةلو‬ ‫بقم‬ ‫ال‬ ‫ى‬ ‫لع‬ ‫ل‬ ‫ه‬ ‫سال‬ ‫نم‬ ‫ل‬ ‫ع‬ ‫ج‬ ‫ت‬ ‫ر‬ ‫يياعم‬ ‫ال‬ ‫هذ‬ ‫ه‬ • ‫ت‬ ‫الجس‬ ‫ال‬ ‫ما‬ ‫د‬ ‫خ‬ ‫ت‬ ‫ساو‬ ‫مهف‬ ‫ى‬ ‫لع‬ ‫ن‬ ‫يمد‬ ‫خ‬ ‫ت‬ ‫س‬ ‫م‬ ‫ال‬ ‫تامو‬ ‫ك‬ ‫حال‬ ‫و‬ ‫ت‬ ‫ا‬ ‫ي‬ ‫ال‬ ‫وال‬ ‫نم‬ ‫لك‬ ‫تامو‬ ‫ك‬ ‫حلل‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ .‫ةيلحمال‬ ‫ةيموكحال‬ ‫ةبساحمال‬ ‫اعم‬‫ي‬‫ي‬‫ر‬ ‫سلجم‬ ‫يومت‬‫ل‬ ‫ي‬ ‫ت‬ ‫م‬ • ‫ة‬ ‫ب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫ة‬ ‫س‬ ‫س‬ ‫ؤ‬ ‫م‬ ‫اهتد‬ ‫ص‬ ‫ر‬ ‫يتال‬ ‫و‬ )GASB( .)‫(فافال‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ Statements used in Not-for-Profit Health Care Entities ‫ح‬ ‫ب‬ ‫رلل‬ ‫ةف‬ ‫د‬ ‫ا‬ ‫ه‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫يف‬ ‫ة‬ ‫مد‬ ‫ختس‬ ‫م‬ ‫ال‬ ‫تانا‬ ‫ي‬ ‫ب‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫حصال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫تانا‬ ‫ي‬ ‫ك‬ ‫ال‬ • Balance sheet • Statement of Operations • Statement of Changes in Net Assets • Statement of Cash Flows ‫اوتال‬‫ز‬‫ن‬ ‫ةقرو‬ • ‫لمعال‬‫ي‬‫ا‬‫ت‬ ‫نم‬ ‫ب‬ ‫ي‬ ‫ا‬ ‫ن‬ • ‫لوصألا‬ ‫اص‬‫ف‬ ‫ي‬ ‫ف‬ ‫ي‬ ‫تال‬‫غ‬‫ي‬‫ر‬‫ا‬‫ت‬ ‫ب‬ ‫ي‬ ‫ا‬ ‫ن‬ • ‫نال‬‫ق‬‫د‬‫ي‬‫ة‬ ‫ال‬ ‫ت‬ ‫د‬‫ف‬ ‫ق‬‫ا‬‫ت‬ ‫ب‬ ‫ي‬ ‫ا‬ ‫ن‬ • 1. Balance Sheet ‫ن‬ ‫زا‬ ‫و‬ ‫ت‬ ‫ال‬ ‫ةقرو‬ • Snapshot of an organization • Summary of the entity’s assets, liabilities, and net assets • Captures what the entity looks like at a particular point in time • Created usually the last day of the accounting period ‫ة‬ ‫م‬ ‫ظ‬ ‫ن‬ ‫م‬ ‫لل‬ ‫ةط‬ ‫ق‬ ‫ل‬ • ‫ل‬ ‫وصأل‬ ‫ا‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫صو‬ ‫موصخال‬ ‫و‬ ‫ل‬ ‫وصأل‬ ‫ا‬ ‫صخ‬ ‫لم‬ • ‫لل‬‫م‬‫ن‬‫ش‬‫أ‬‫ة‬ ‫نم‬ ‫ة‬ ‫نيع‬ ‫م‬ ‫ةط‬ ‫ق‬ ‫ن‬ ‫دن‬ ‫ع‬ ‫ل‬ ‫ث‬ ‫م‬ ‫ن‬ ‫اي‬ ‫ك‬ ‫ال‬ ‫ه‬ ‫ب‬ ‫شي‬ ‫ام‬ ‫ط‬ ‫ق‬ ‫ت‬ ‫لي‬ • ‫نمزال‬ ‫ةر‬ ‫ت‬ ‫ف‬ ‫نم‬ ‫ر‬ ‫ي‬ ‫خأل‬ ‫ا‬ ‫مو‬ ‫ي‬ ‫ال‬ ‫يف‬ ‫ةدا‬ ‫ع‬ ‫ن‬ ‫و‬ ‫ك‬ ‫م‬ • ‫احم‬‫س‬‫ب‬‫ي‬‫ة‬ Balance Sheet Components ‫ة‬ ‫يم‬ ‫و‬ ‫مع‬ ‫ال‬ ‫ة‬ ‫ين‬ ‫از‬ ‫يم‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫نو‬ ‫ك‬ ‫م‬ • Heading-Name of the organization and date • Body includes: • Assets=Liabilities + Net Assets • Liabilities have 2 categories-current and non current • Net Assets=Communities interest in the assets of the not for profit • Footnotes=additional key information ‫خ‬ ‫ي‬ ‫راتالو‬ ‫ة‬ ‫م‬ ‫ظ‬ ‫ن‬ ‫م‬ ‫ال‬ ‫مسا‬ ، ‫ن‬ ‫او‬ ‫نع‬ ‫ال‬ • : ‫مسجال‬ ‫ل‬ ‫م‬ ‫شي‬ • ‫ل‬ ‫وصأل‬ ‫ا‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫ص‬ + ‫تام‬ ‫از‬ ‫ت‬ ‫لالا‬ = ‫ل‬ ‫وصأل‬ ‫ا‬ • ‫ر‬ ‫ي‬ ‫غو‬ ‫ة‬ ‫ي‬ ‫الحال‬ ‫تائ‬ ‫ف‬ ‫ال‬ 2 ‫ى‬ ‫لع‬ ‫تاب‬ ‫و‬ ‫لط‬ ‫م‬ ‫ال‬ • ‫ةلوادتم‬ ‫يف‬ ‫ةدئافال‬ ‫تاعمت‬ ‫ج‬ ‫م‬ ‫ال‬ = ‫ل‬ ‫وصأل‬ ‫ا‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫ص‬ • ‫ح‬ ‫ب‬ ‫رال‬ ‫لجأ‬ ‫نم‬ ‫س‬ ‫ي‬ ‫ل‬ ‫ل‬ ‫وصأ‬ ‫ة‬ ‫ي‬ ‫فا‬ ‫ض‬ ‫إ‬ ‫ة‬ ‫ي‬ ‫ساسأ‬ ‫تامولع‬ ‫م‬ = ‫يش‬ ‫ا‬ ‫وحال‬ • Assets ‫لوصألا‬ • Probable future economic benefits obtained or controlled by a particular entity as a result of past transactions or events. • Represent resources owned • Are recorded at their cost unless donated • If donated recorded at fair value at date of donation ‫يتال‬ ‫ة‬ ‫لم‬ ‫ت‬ ‫ح‬ ‫م‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫لب‬ ‫قت‬ ‫س‬ ‫م‬ ‫ال‬ ‫ة‬ ‫يد‬ ‫اص‬ ‫ت‬ ‫قالا‬ ‫عف‬ ‫ا‬ ‫نم‬ ‫ال‬ • ‫ص‬ ‫اخ‬ ‫ن‬ ‫اي‬ ‫ك‬ ‫اه‬ ‫ي‬ ‫لع‬ ‫رط‬ ‫ي‬ ‫سي‬ ‫و‬ ‫أ‬ ‫اهي‬ ‫لع‬ ‫ل‬ ‫وصح‬ ‫ال‬ ‫مت‬ . ‫ة‬ ‫قبا‬ ‫س‬ ‫تايل‬ ‫م‬ ‫ع‬ ‫و‬ ‫ا‬ ‫ث‬ ‫ا‬ ‫د‬ ‫حالل‬ ‫ةج‬ ‫يت‬ ‫ن‬ ‫ا‬ ‫هك‬ ‫لمت‬ ‫يتال‬ ‫د‬ ‫راو‬ ‫م‬ ‫ال‬ ‫ل‬ ‫ي‬ ‫ث‬ ‫م‬ ‫ت‬ • ‫ت‬ ‫عر‬ ‫ب‬ ‫ت‬ ‫مل‬ ‫ام‬ ‫ة‬ ‫ف‬ ‫لك‬ ‫ت‬ ‫الب‬ ‫اه‬ ‫لي‬ ‫ج‬ ‫ست‬ ‫متي‬ • ‫ات‬‫ر‬‫ي‬‫خ‬ ‫ف‬ ‫ي‬ ‫ةلداعال‬ ‫قالب‬‫ي‬‫م‬‫ة‬ ‫لجسمال‬‫ة‬ ‫ت‬ ‫ب‬ ‫ر‬‫ع‬ ‫ت‬ ‫اذإ‬ • ‫ال‬ ‫ت‬ ‫ب‬ ‫ر‬ ‫ع‬ More on Assets ‫ل‬ ‫وصأل‬ ‫ا‬ ‫ى‬ ‫لع‬ ‫ر‬ ‫ثك‬ ‫أ‬ • Current assets are those used or consumed within a year • Limited or restricted to use in non-current portion identified for how they can be used • Non-current assets are resources to be used or consumed over a period of time > one year • Cash and cash equivalents are the most liquid asset on the balance sheet ‫و‬ ‫أ‬ ‫ة‬ ‫مد‬ ‫خ‬ ‫ت‬ ‫س‬ ‫مال‬ ‫كل‬ ‫ت‬ ‫يه‬ ‫ةلوا‬ ‫دت‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫د‬ ‫وجوم‬ ‫ال‬ • ‫ماع‬ ‫لالخ‬ ‫تسمال‬‫ه‬‫ل‬‫ك‬‫ة‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ءزجال‬ ‫يف‬ ‫اهم‬ ‫ا‬ ‫د‬ ‫خ‬ ‫ت‬ ‫سال‬ ‫ةديق‬ ‫م‬ ‫و‬ ‫أ‬ ‫ةدودح‬ ‫م‬ • ‫ن‬ ‫كم‬ ‫ي‬ ‫يتال‬ ‫ة‬ ‫يفيك‬ ‫ال‬ ‫نع‬ ‫فرع‬ ‫ت‬ ‫ال‬ ‫ل‬ ‫وا‬ ‫د‬ ‫تم‬ ‫ال‬ ‫اهمادختسا‬ ‫د‬ ‫راو‬ ‫م‬ ‫ال‬ ‫يه‬ ‫ةلوا‬ ‫دت‬ ‫م‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ل‬ ‫وصأل‬ ‫ا‬ • ‫نم‬ ‫ةر‬ ‫ت‬ ‫ف‬ ‫ى‬ ‫دم‬ ‫ى‬ ‫لع‬ ‫اه‬ ‫ك‬ ‫ال‬ ‫ه‬ ‫ت‬ ‫سا‬ ‫و‬ ‫أ‬ ‫اهم‬ ‫ا‬ ‫د‬ ‫خ‬ ‫ت‬ ‫سال‬ ‫دحاو‬ ‫ماع‬ >‫نمزال‬ 2
HCM 213-Ch2 • Non-current and long-term are used interchangeably ‫ر‬ ‫ثك‬ ‫أل‬ ‫ا‬ ‫ل‬ ‫و‬ ‫صأل‬ ‫ا‬ ‫يه‬ ‫ل‬ ‫د‬ ‫ا‬ ‫عم‬ ‫ال‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫و‬ ‫دق‬ ‫ن‬ ‫ال‬ • ‫ة‬ ‫يمو‬ ‫م‬ ‫ع‬ ‫ال‬ ‫ة‬ ‫ين‬ ‫از‬ ‫يم‬ ‫ال‬ ‫يف‬ ‫ةلو‬ ‫ي‬ ‫س‬ ‫ل‬ ‫د‬ ‫ا‬ ‫بت‬ ‫الب‬ ‫لجأل‬ ‫ا‬ ‫ةلي‬ ‫و‬ ‫طو‬ ‫ةلوا‬ ‫دت‬ ‫م‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫مدخ‬ ‫ت‬ ‫ست‬ • Current & Noncurrent Assets ‫ل‬ ‫وصأل‬ ‫ا‬ ‫ةلوا‬ ‫دت‬ ‫م‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غو‬ ‫ة‬ ‫ي‬ ‫الحال‬ • Current may include : cash, investments, limited or restricted as to use current position, patient accounts receivable, estimated receivables from 3rd party payers, inventories, assets held for sale, prepaid expenses • Non-current may include: self insurance, benefit plans, capital equipment (includes long-lasting goods acquired and owned by a company or organization that are not consumed in the normal course of business— goods such as machinery, trucks, large computers, and office furniture), held by the board under bond indenture agreements, property and equipment, goodwill, net of accumulated amortization ‫ت‬ ‫ار‬ ‫ام‬ ‫ث‬ ‫ت‬ ‫سال‬ ‫او‬ ‫ة‬ ‫يدق‬ ‫ن‬ ‫ال‬ : ‫ة‬ ‫ي‬ ‫الحال‬ ‫ل‬ ‫م‬ ‫شت‬ ‫نأ‬ ‫ن‬ ‫كم‬ ‫ي‬ • ، ‫ي‬ ‫الحال‬ ‫فق‬ ‫و‬ ‫م‬ ‫ال‬ ‫ما‬ ‫د‬ ‫خ‬ ‫ت‬ ‫س‬ ‫ال‬ ‫ةديقم‬ ‫ال‬ ‫و‬ ‫أ‬ ‫دو‬ ‫دح‬ ‫م‬ ‫و‬ ‫ةردق‬ ‫م‬ ‫ال‬ ‫ممذالو‬ ‫ة‬ ‫ق‬ ‫ح‬ ‫ت‬ ‫س‬ ‫م‬ ‫ال‬ ‫ى‬ ‫ض‬ ‫ر‬ ‫م‬ ‫ال‬ ‫تاباس‬ ‫حو‬ ‫ل‬ ‫وصألا‬ ‫و‬ ‫ن‬ ‫و‬ ‫ز‬ ‫خ‬ ‫م‬ ‫ال‬ ‫و‬ ‫ب‬ ‫زحال‬ RD3 ‫يعف‬ ‫اد‬ ‫نم‬ ‫اق‬ ‫ب‬ ‫سم‬ ‫ةع‬ ‫و‬ ‫ف‬ ‫دمال‬ ‫تاق‬ ‫ف‬ ‫ن‬ ‫ال‬ ‫و‬ ، ‫ع‬ ‫ي‬ ‫ب‬ ‫لل‬ ‫اه‬ ‫ب‬ ‫ظ‬ ‫ف‬ ‫ت‬ ‫ح‬ ‫م‬ ‫ال‬ : ‫ي‬ ‫ال‬ ‫ح‬ ‫ال‬ ‫مدع‬ ‫ل‬ ‫م‬ ‫شت‬ ‫نأ‬ ‫ن‬ ‫كمي‬ ‫و‬ • ، ‫نمال‬‫ا‬‫ف‬‫ع‬ ‫ططخ‬ ، ‫يتاذال‬ ‫تال‬‫أ‬‫م‬‫ي‬‫ن‬ ‫ةلي‬ ‫و‬ ‫ط‬ ‫تاج‬ ‫ت‬ ‫ن‬ ‫م‬ ‫ن‬ ‫م‬ ‫ض‬ ‫تت‬ ( ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫سأر‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫د‬ ‫عم‬ ‫ال‬ ‫وأ‬ ‫ةكرش‬ ‫ق‬ ‫ب‬ ‫ل‬ ‫نم‬ ‫ةكولممالو‬ ‫ال‬ ‫م‬ ‫ك‬ ‫ت‬ ‫س‬ ‫ب‬ ‫ة‬ ‫دمألا‬ ‫ي‬ ‫د‬ ‫ا‬ ‫ع‬ ‫ال‬ ‫قا‬ ‫ي‬ ‫سال‬ ‫يف‬ ‫كله‬ ‫ت‬ ‫ست‬ ‫ال‬ ‫يتال‬ ‫ةسس‬ ‫ؤم‬ ‫ال‬ ‫تانحاشالو‬ ‫تال‬ ‫آلا‬ ‫لثم‬ ‫ب‬ ‫ض‬ ‫ا‬ ‫ئ‬ ‫ع‬ ‫المعألل‬ ) ‫بتاكمال‬ ‫ثاثأو‬ ، ‫بكال‬‫ي‬‫ر‬‫ة‬ ‫ال‬ ‫ك‬ ‫م‬ ‫ب‬ ‫ي‬ ‫و‬ ‫ت‬ ‫ر‬ ‫ةزهجأو‬ ‫تاق‬ ‫ا‬ ‫فت‬ ‫ا‬ ‫ب‬ ‫جو‬ ‫م‬ ‫ب‬ ‫سلجمال‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫نم‬ ‫تدق‬ ‫ع‬ ‫يتال‬ ‫و‬ ، ‫ت‬ ‫ا‬ ‫د‬ ‫ن‬ ‫سال‬ ‫مازإل‬ ‫نم‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫ص‬ ، ‫ة‬ ‫ين‬ ‫ال‬ ‫نس‬ ‫ح‬ ‫و‬ ‫ت‬ ‫ا‬ ‫د‬ ‫عم‬ ‫ال‬ ‫و‬ ‫تاك‬ ‫لت‬ ‫م‬ ‫م‬ ‫ال‬ ‫م‬ ‫ك‬ ‫ار‬ ‫تم‬ ‫ال‬ ‫ءا‬ ‫ف‬ ‫طإل‬ ‫ا‬ Liabilities ‫تامازتال‬ • Obligations of the entity to pay its creditors • Can be debts or other obligations  Current Liabilities-Due within one year  Noncurrent liabilities- Resources used or consumed over periods > one year ‫اهينئ‬ ‫اد‬ ‫عف‬ ‫دل‬ ‫ن‬ ‫اي‬ ‫ك‬ ‫ال‬ ‫تام‬ ‫از‬ ‫ت‬ ‫ال‬ • ‫ى‬ ‫رخأ‬ ‫تام‬ ‫از‬ ‫ت‬ ‫ال‬ ‫و‬ ‫أ‬ ‫ن‬ ‫و‬ ‫ي‬ ‫د‬ ‫ن‬ ‫و‬ ‫ك‬ ‫ت‬ ‫نأ‬ ‫ن‬ ‫كم‬ ‫ي‬ • ‫د‬ ‫حاو‬ ‫ماع‬ ‫لال‬ ‫خ‬ ‫ة‬ ‫ي‬ ‫الحال‬ ‫ة‬ ‫ق‬ ‫ح‬ ‫ت‬ ‫س‬ ‫م‬ ‫ال‬ ‫موصخال‬ -liabilities ‫ةلوا‬ ‫دت‬ ‫م‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫د‬ ‫راو‬ ‫م‬ ‫ال‬ > ‫تف‬‫ر‬‫ا‬‫ت‬ ‫ىدم‬ ‫لع‬‫ى‬ ‫تسمال‬‫ه‬‫ل‬‫ك‬‫ة‬ ‫وأ‬ ‫ةمدختسمال‬ ‫د‬ ‫حاو‬ ‫ماع‬ Current & Noncurrent Liabilities ‫ة‬ ‫لوا‬ ‫دت‬ ‫م‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غو‬ ‫ةلوا‬ ‫دت‬ ‫م‬ ‫ال‬ ‫تاب‬ ‫و‬ ‫لط‬ ‫م‬ ‫ال‬ • Current could include: accounts payable, accrued expenses (expenses are recognized when incurred), salaries & wages, estimated payables to third parties, short term borrowings, commercial paper • Noncurrent could include: long term debt, self- insurance reserves, accrued pension and retiree health costs ‫ة‬ ‫نئ‬ ‫ادال‬ ‫ت‬ ‫ا‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫ال‬ : ‫ة‬ ‫ي‬ ‫الحال‬ ‫لمشت‬ ‫ن‬ ‫أ‬ ‫ن‬ ‫ك‬ ‫مي‬ ‫و‬ • ‫ت‬ ‫اق‬ ‫فن‬ ‫ال‬ ‫اه‬ ‫ب‬ ‫ف‬ ‫ر‬ ‫ت‬ ‫ع‬ ‫م‬ ‫الو‬ ( ‫ةقح‬ ‫ت‬ ‫س‬ ‫م‬ ‫ال‬ ‫ت‬ ‫اف‬ ‫و‬ ‫رصمالو‬ ‫ادال‬‫ئ‬‫ةن‬ ‫ممذالو‬ ‫روجألاو‬ ‫ابترمو‬‫ت‬ ،) ‫اهدبكت‬ ‫دنع‬ ، ‫ل‬ ‫ج‬ ‫ألا‬ ‫ةر‬ ‫ي‬ ‫ص‬ ‫ق‬ ‫ضو‬ ‫ر‬ ‫ق‬ ، ‫ة‬ ‫ث‬ ‫الث‬ ‫ف‬ ‫ا‬ ‫رطأل‬ ‫ةردقم‬ ‫ال‬ ‫ةي‬ ‫راجت‬ ‫ال‬ ‫ق‬ ‫ا‬ ‫روألاو‬ ‫ليوط‬‫ة‬ ‫نويدال‬ : ‫ةلوادتمال‬ ‫يغ‬‫ر‬ ‫لمشت‬ ‫نأ‬ ‫نكمي‬ • ‫تاشاعمال‬ ، ‫يتاذال‬ ‫تال‬‫أ‬‫م‬‫ي‬‫ن‬ ‫او‬‫ح‬‫ايت‬‫ط‬‫ي‬‫ا‬‫ت‬ ، ‫لجألا‬ ‫ة‬ ‫ي‬ ‫حصال‬ ‫ةي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫و‬ ‫ةقح‬ ‫ت‬ ‫سمال‬ ‫ة‬ ‫ي‬ ‫دعاق‬ ‫ت‬ ‫ال‬ ‫لل‬‫م‬‫ت‬‫ق‬‫ا‬‫ع‬‫يد‬‫ن‬ Net Assets ‫تادوجومال‬ ‫اص‬‫ف‬ ‫ي‬ • Remaining assets after deducting its liabilities • 3 classes:  Permanently restricted  Temporarily restricted  Unrestricted  May also include: non-controlling ownership interest in subsidiaries ‫ا‬ ‫هتاب‬ ‫و‬ ‫لطم‬ ‫م‬ ‫ص‬ ‫خ‬ ‫دع‬ ‫ب‬ ‫ل‬ ‫وصأل‬ ‫ا‬ ‫ي‬ ‫ق‬ ‫ا‬ ‫ب‬ • : ‫تائ‬ ‫ف‬ 3 • ‫مئاد‬ ‫ل‬ ‫ك‬ ‫ش‬ ‫ب‬ ‫ةديق‬ ‫م‬ ‫ا‬ ‫ت‬ ‫ق‬ ‫ؤ‬ ‫م‬ ‫ةديق‬ ‫م‬ ‫د‬ ‫يق‬ ‫م‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ة‬ ‫يك‬ ‫لمال‬ ‫ة‬ ‫ص‬ ‫ح‬ : ‫ا‬ ‫ض‬ ‫ي‬ ‫أ‬ ‫ل‬ ‫م‬ ‫شت‬ ‫دق‬ ‫ة‬ ‫عباتال‬ ‫تاك‬ ‫رشال‬ ‫يف‬ ‫ةرطي‬ ‫س‬ ‫م‬ ‫ال‬ • Unrestricted Net Assets  Unrestricted net assets are part, but not all, of what would be left over if the organization’s liabilities were all satisfied today.  This portion of its net assets can be used however the organization sees fit. That means that their use is not restricted by law, shareholders or donors. • Restricted Net Assets  Unlike unrestricted net assets, restricted net ‫ل‬ ‫وصأل‬ ‫ا‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫ص‬ ‫دي‬ ‫ق‬ ‫م‬ ‫ر‬ ‫ي‬ ‫غ‬ • ، ‫ءزج‬ ‫يه‬ ‫ةديقم‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ت‬ ‫ا‬ ‫د‬ ‫وجوم‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫اص‬ ‫ن‬ ‫و‬ ‫ك‬ ‫ي‬ ‫نأ‬ ‫ه‬ ‫نأ‬ ‫ش‬ ‫نم‬ ‫ام‬ ، ‫ءيش‬ ‫لك‬ ‫س‬ ‫ي‬ ‫ل‬ ‫ن‬ ‫ك‬ ‫لو‬ ‫ض‬ ‫ار‬ ‫لك‬ ‫ة‬ ‫م‬ ‫ظ‬ ‫نم‬ ‫ال‬ ‫تام‬ ‫از‬ ‫ت‬ ‫ال‬ ‫تنا‬ ‫ك‬ ‫اذإ‬ ‫اهف‬ ‫لخ‬ . ‫مو‬ ‫ي‬ ‫ال‬ ‫ن‬ ‫كم‬ ‫ي‬ ‫ة‬ ‫ي‬ ‫فا‬ ‫ص‬ ‫ال‬ ‫اه‬ ‫لوصأ‬ ‫نم‬ ‫ءزج‬ ‫اذه‬ ‫ا‬ ‫ذ‬ ‫ه‬ ‫و‬ . ‫اب‬ ‫س‬ ‫ا‬ ‫ن‬ ‫م‬ ‫ى‬ ‫رت‬ ‫ة‬ ‫م‬ ‫ظ‬ ‫ن‬ ‫م‬ ‫ال‬ ‫ن‬ ‫ك‬ ‫لو‬ ‫اهم‬ ‫ا‬ ‫د‬ ‫خ‬ ‫ت‬ ‫سا‬ ، ‫نوناقال‬ ‫لع‬‫ي‬‫اه‬ ‫ي‬ ‫ق‬ ‫ت‬ ‫ص‬ ‫ر‬ ‫ال‬ ‫اهمادختسا‬ ‫نأ‬ ‫ي‬ ‫ع‬ ‫ن‬ ‫ي‬ . ‫ةح‬ ‫نام‬ ‫ال‬ ‫تاه‬ ‫جال‬ ‫و‬ ‫أ‬ ‫ن‬ ‫يمهاسم‬ ‫ال‬ ‫و‬ ‫ل‬ ‫وصأل‬ ‫ا‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫ص‬ ‫ةديق‬ ‫م‬ • 3
HCM 213-Ch2  Rather, these assets must be used in accordance with the entity that placed the restrictions on their use, such as donors in a nonprofit organization, shareholders in a for-profit corporation or even the law.  Restrictions might state how much of that money can be used in any given year, or what the money can be used to purchase or pay for. ‫ص‬ ‫ا‬ ‫ف‬ ‫ي‬ ، ‫ةديقمال‬ ‫يغ‬‫ر‬ ‫تادوجومال‬ ‫ل‬ ‫ص‬ ‫ا‬ ‫ف‬ ‫ي‬ ‫افالخ‬ ‫ةمظنم‬ ‫الإ‬ ‫ت‬ ‫س‬ ‫ت‬ ‫خ‬ ‫د‬ ‫م‬ ‫ن‬ ‫أ‬ ‫نكمي‬ ‫ال‬ ‫يقمال‬‫د‬‫ة‬ ‫تادوجومال‬ . ‫ا‬ ‫ب‬ ‫سا‬ ‫ن‬ ‫م‬ ‫هاري‬ ‫ن‬ ‫أ‬ ‫بجي‬ ‫ل‬ ‫و‬ ‫صأل‬ ‫ا‬ ‫هذه‬ ‫نإ‬ ‫ف‬ ، ‫ك‬ ‫لذ‬ ‫ن‬ ‫م‬ ‫الد‬ ‫ب‬ ‫و‬ ‫ىل‬ ‫ع‬ ‫دوي‬ ‫ق‬ ‫عض‬ ‫و‬ ‫ي‬ ‫ذال‬ ‫نا‬ ‫ي‬ ‫ك‬ ‫ل‬ ‫ل‬ ‫اقف‬ ‫و‬ ‫مدخ‬ ‫ت‬ ‫ست‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ةمظنم‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫حن‬ ‫ام‬ ‫ال‬ ‫ت‬ ‫اه‬ ‫جال‬ ‫ل‬ ‫ث‬ ‫م‬ ، ‫اه‬ ‫م‬ ‫ادختسا‬ ‫ى‬ ‫ت‬ ‫ح‬ ‫وأ‬ ‫ح‬ ‫ب‬ ‫رلل‬ ‫ة‬ ‫ك‬ ‫رش‬ ‫ي‬ ‫ف‬ ‫ن‬ ‫ي‬ ‫م‬ ‫ه‬ ‫اسمال‬ ‫و‬ ‫ة‬ ‫ي‬ ‫حبر‬ . ‫نونا‬ ‫ق‬ ‫ال‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ ‫الومألا‬ ‫ك‬ ‫لت‬ ‫ن‬ ‫م‬ ‫م‬ ‫ك‬ ‫و‬ ‫دويق‬ ‫ال‬ ‫ركذي‬ ‫دق‬ ‫مادخ‬ ‫ت‬ ‫سا‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ ‫ا‬ ‫م‬ ‫وأ‬ ، ‫ة‬ ‫ني‬ ‫عم‬ ‫ة‬ ‫ن‬ ‫س‬ ‫ي‬ ‫أ‬ ‫ي‬ ‫ف‬ ‫اه‬ ‫م‬ ‫ادختسا‬ . ‫ن‬ ‫مث‬ ‫ع‬ ‫فد‬ ‫وأ‬ ‫ءار‬ ‫ش‬ ‫ل‬ ‫الومألا‬ • Permanently Restricted  Permanently restricted assets are donated items that have limitations on use that are attached to it for perpetuity.  Assets that are classified as permanently restricted must be listed as a separate category of assets on the charity’s Statement of Activities. • Temporarily Restricted  Temporarily restricted assets are those that are donated subject to restrictions that are limited to a specific period of time.  An example would be property donated that could only be used for a certain purpose for a period of five years.  Temporarily restricted assets must be listed separately from permanently restricted and unrestricted assets on the charity’s Statement of Activities ‫م‬ ‫ئ‬ ‫اد‬ ‫ل‬ ‫ك‬ ‫شب‬ ‫ةديقم‬ ‫ال‬ • ‫مئاد‬ ‫ل‬ ‫ك‬ ‫شب‬ ‫ةدي‬ ‫ق‬ ‫م‬ ‫ل‬ ‫وصأل‬ ‫ا‬ ‫ع‬ ‫ر‬ ‫بت‬ ‫ال‬ ‫متي‬ ‫ة‬ ‫ق‬ ‫فر‬ ‫م‬ ‫ال‬ ‫ما‬ ‫د‬ ‫خ‬ ‫ت‬ ‫سا‬ ‫ى‬ ‫لع‬ ‫دوي‬ ‫ق‬ ‫اهيد‬ ‫ل‬ ‫يتال‬ ‫ر‬ ‫ص‬ ‫ان‬ ‫ع‬ ‫ال‬ . ‫دبأل‬ ‫ل‬ ‫اه‬ ‫ب‬ ‫ةديق‬ ‫م‬ ‫مئاد‬ ‫ل‬ ‫ك‬ ‫ش‬ ‫ب‬ ‫اهفين‬ ‫صت‬ ‫متي‬ ‫يتال‬ ‫ل‬ ‫وصألا‬ ‫ل‬ ‫وصأل‬ ‫ا‬ ‫نم‬ ‫ةل‬ ‫ص‬ ‫فن‬ ‫م‬ ‫ة‬ ‫ئف‬ ‫ك‬ ‫د‬ ‫رس‬ ‫متي‬ ‫نأ‬ ‫ب‬ ‫جي‬ . ‫ةط‬ ‫شن‬ ‫أل‬ ‫ا‬ ‫نم‬ ‫ة‬ ‫ي‬ ‫ر‬ ‫ي‬ ‫خال‬ ‫ةسس‬ ‫ؤم‬ ‫ال‬ ‫ن‬ ‫اي‬ ‫ب‬ ‫ى‬ ‫لع‬ ‫ا‬ ‫ت‬ ‫قؤم‬ ‫ةديقم‬ ‫ال‬ • ‫ال‬ ‫ت‬ ‫ب‬ ‫ر‬ ‫ع‬ ‫ي‬ ‫ت‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ي‬ ‫ت‬ ‫ل‬ ‫ك‬ ‫يه‬ ‫تقؤم‬‫ا‬ ‫يقم‬‫د‬‫ة‬ ‫لوصأ‬ ‫ة‬ ‫ن‬ ‫ي‬ ‫ع‬ ‫م‬ ‫ة‬ ‫ر‬ ‫ت‬ ‫ف‬ ‫ى‬ ‫لع‬ ‫ر‬ ‫ص‬ ‫تق‬ ‫ت‬ ‫يتال‬ ‫دويق‬ ‫ل‬ ‫ع‬ ‫ضخت‬ ‫اه‬ ‫ب‬ . ‫ن‬ ‫م‬ ‫زال‬ ‫نم‬ ‫ي‬ ‫ت‬ ‫الو‬ ‫اهتق‬ ‫ل‬ ‫ت‬ ‫يتال‬ ‫تاك‬ ‫لتم‬ ‫م‬ ‫ال‬ ‫ن‬ ‫و‬ ‫ك‬ ‫ي‬ ‫س‬ ‫ال‬ ‫ثم‬ ‫س‬ ‫م‬ ‫خ‬ ‫ةدم‬ ‫ل‬ ‫ن‬ ‫يع‬ ‫م‬ ‫ض‬ ‫ر‬ ‫غ‬ ‫ل‬ ‫ال‬ ‫إ‬ ‫مدخ‬ ‫ت‬ ‫ست‬ ‫نأ‬ ‫ن‬ ‫كم‬ ‫ي‬ . ‫ت‬ ‫او‬ ‫ن‬ ‫س‬ ‫ل‬ ‫ك‬ ‫ش‬ ‫ب‬ ‫اتقؤ‬ ‫م‬ ‫ةديق‬ ‫م‬ ‫ل‬ ‫وص‬ ‫أ‬ ‫د‬ ‫رس‬ ‫متي‬ ‫نأ‬ ‫ب‬ ‫جي‬ ‫ةديقم‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غو‬ ‫ةديقم‬ ‫ال‬ ‫ل‬ ‫وصأل‬ ‫ا‬ ‫نع‬ ‫لص‬ ‫فن‬ ‫م‬ ‫نم‬ ‫ة‬ ‫ي‬ ‫ر‬ ‫ي‬ ‫خ‬ ‫ال‬ ‫ةسس‬ ‫ؤم‬ ‫ال‬ ‫ن‬ ‫اي‬ ‫ب‬ ‫ى‬ ‫لع‬ ‫مئاد‬ ‫ل‬ ‫ك‬ ‫شب‬ ‫ةطشنألا‬ • Non-controlling ownership interest in subsidiaries • The shift to the term “non-controlling interest” will emphasize a parent’s substantive control over a subsidiary rather than a simple ownership percentage and will more usefully reflect the underlying economic and accounting concepts ‫تاك‬ ‫رشال‬ ‫يف‬ ‫ة‬ ‫يك‬ ‫لم‬ ‫ةصح‬ ‫ةرطي‬ ‫س‬ ‫م‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ • ‫تال‬‫ا‬‫ب‬‫ع‬‫ة‬ " ‫ة‬ ‫رط‬ ‫ي‬ ‫س‬ ‫م‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ " ‫ح‬ ‫ل‬ ‫طصم‬ ‫ى‬ ‫إل‬ ‫ل‬ ‫وح‬ ‫ت‬ ‫ال‬ • ‫ى‬ ‫لع‬ ‫ن‬ ‫يد‬ ‫ال‬ ‫وال‬ ‫ة‬ ‫ي‬ ‫ع‬ ‫وضوم‬ ‫ال‬ ‫ة‬ ‫باق‬ ‫رال‬ ‫د‬ ‫د‬ ‫ش‬ ‫ي‬ ‫سو‬ ، ‫ة‬ ‫ط‬ ‫ي‬ ‫سب‬ ‫ة‬ ‫يك‬ ‫لم‬ ‫ة‬ ‫ب‬ ‫سن‬ ‫نم‬ ‫ال‬ ‫د‬ ‫ب‬ ‫ة‬ ‫عبا‬ ‫ت‬ ‫ة‬ ‫ك‬ ‫رش‬ ‫ميها‬ ‫فم‬ ‫ال‬ ‫دي‬ ‫ف‬ ‫م‬ ‫ال‬ ‫نم‬ ‫ر‬ ‫ثك‬ ‫أ‬ ‫س‬ ‫ك‬ ‫ع‬ ‫ت‬ ‫فوسو‬ ‫ة‬ ‫ي‬ ‫ساسأل‬ ‫ا‬ ‫ة‬ ‫يب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫و‬ ‫ة‬ ‫يد‬ ‫اص‬ ‫ت‬ ‫قالا‬ 2. Statement of Operations ‫ت‬ ‫ايل‬ ‫م‬ ‫ع‬ ‫ال‬ ‫نم‬ ‫ن‬ ‫اي‬ ‫ب‬ .2 • Summary of the entity’s revenues and expenses over a period of time • Period is usually the time between statements • Uses the accrual basis for accounting • accruals (accrued revenues or accrued expenses) • It does not use the cash basis for accounting • Represents how much the entity earned, its gains and other sources of revenue and the resources used during the accounting period ‫لالخ‬ ‫لل‬‫م‬‫ن‬‫ش‬‫أ‬‫ة‬ ‫نالو‬‫ف‬‫ق‬‫ا‬‫ت‬ ‫تاداريإلا‬ ‫صخلم‬ • ‫ن‬ ‫م‬ ‫زال‬ ‫نم‬ ‫ةر‬ ‫ت‬ ‫ف‬ ‫ت‬ ‫انا‬ ‫ي‬ ‫ب‬ ‫ال‬ ‫ن‬ ‫ي‬ ‫ب‬ ‫ت‬ ‫قوال‬ ‫ن‬ ‫و‬ ‫ك‬ ‫ي‬ ‫ام‬ ‫ةدا‬ ‫ع‬ ‫ةر‬ ‫ت‬ ‫ف‬ • ‫ة‬ ‫ب‬ ‫س‬ ‫ا‬ ‫ح‬ ‫م‬ ‫لل‬ ‫قا‬ ‫ق‬ ‫ح‬ ‫ت‬ ‫سال‬ ‫ا‬ ‫ساس‬ ‫أ‬ ‫مدخ‬ ‫ت‬ ‫سي‬ • ‫و‬ ‫أ‬ ‫ة‬ ‫ق‬ ‫ح‬ ‫ت‬ ‫س‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫د‬ ‫ار‬ ‫ي‬ ‫إل‬ ‫ا‬ ( ‫تاقح‬ ‫ت‬ ‫سم‬ • ) ‫ة‬ ‫ق‬ ‫ح‬ ‫ت‬ ‫س‬ ‫م‬ ‫ال‬ ‫تافور‬ ‫ص‬ ‫م‬ ‫ال‬ ‫ة‬ ‫ب‬ ‫س‬ ‫ا‬ ‫ح‬ ‫م‬ ‫لل‬ ‫ي‬ ‫د‬ ‫قن‬ ‫ال‬ ‫ساسأل‬ ‫ا‬ ‫مدخ‬ ‫ت‬ ‫سي‬ ‫ال‬ • ‫اه‬ ‫ر‬ ‫ي‬ ‫غو‬ ‫ه‬ ‫تاب‬ ‫س‬ ‫تكم‬ ‫و‬ ‫ن‬ ‫اي‬ ‫ك‬ ‫ال‬ ‫لصح‬ ‫را‬ ‫دق‬ ‫م‬ ‫ل‬ ‫ثم‬ ‫ي‬ • ‫ةمدختسمال‬ ‫دراومالو‬ ‫تاداريإلا‬ ‫رداصم‬ ‫نم‬ ‫ة‬ ‫يب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫ةر‬ ‫ت‬ ‫ف‬ ‫ال‬ ‫لالخ‬ 3-Statement of Operation Components ‫ة‬ ‫ي‬ ‫لمع‬ ‫تان‬ ‫و‬ ‫ك‬ ‫م‬ ‫نم‬ ‫ن‬ ‫ايب‬ • Title-name of entity, statement and period for information • Unrestricted revenue, gains and other support • Net patient services revenue • Premium revenue • Other revenue ‫لع‬‫ى‬ ‫لل‬‫ح‬‫لوص‬ ‫فالو‬‫ت‬ ‫ر‬‫ة‬ ‫ب‬ ‫ي‬ ‫ا‬ ‫ن‬ ، ‫ايكال‬‫ن‬ ‫ناونع‬ ‫مسا‬ • ‫تامولعم‬ ‫ن‬ ‫م‬ ‫ا‬ ‫ه‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫و‬ ‫ب‬ ‫ساك‬ ‫م‬ ‫الو‬ ، ‫ةدي‬ ‫ق‬ ‫م‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫تادار‬ ‫ي‬ ‫إلا‬ • ‫م‬ ‫عدال‬ ‫ال‬ ‫ك‬ ‫شأ‬ ‫ض‬ ‫ي‬ ‫رم‬ ‫ال‬ ‫يف‬ ‫ا‬ ‫ص‬ ‫ت‬ ‫ا‬ ‫مدخال‬ ‫تادار‬ ‫ي‬ ‫إ‬ • ‫ط‬ ‫ا‬ ‫سقأ‬ ‫تادار‬ ‫ي‬ ‫إ‬ • ‫ىرخا‬ ‫تاداريا‬ • 4
HCM 213-Ch2 Statement of Operations continued ‫تايل‬ ‫م‬ ‫ع‬ ‫ال‬ ‫نم‬ ‫ن‬ ‫اي‬ ‫ب‬ ‫ال‬ ‫لصاوو‬ • Expenses • Depreciation and amortization (non cash expenses) • Other • Operating Income: A company's income from the goods and services it provides, less its operating expenses and depreciation • Non operating items: operating expenses and net income (loss) measures • Excess of revenue over expenses • Excess of revenue over expenses, net of non controlling interest ‫•فيراصم‬ ) ‫ة‬ ‫يدق‬ ‫ن‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫تاق‬ ‫ف‬ ‫ن‬ ‫ال‬ ( ‫ءا‬ ‫ف‬ ‫طإل‬ ‫ا‬ ‫و‬ ‫كال‬ ‫ه‬ ‫ت‬ ‫سال‬ ‫ا‬ • ‫•رخآ‬ ‫ع‬ ‫لسال‬ ‫ن‬ ‫م‬ ‫ة‬ ‫ك‬ ‫رشال‬ ‫لخد‬ : ‫ل‬ ‫يغ‬ ‫ش‬ ‫ت‬ ‫ال‬ ‫لخد‬ • ‫ل‬ ‫يغ‬ ‫ش‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫قف‬ ‫ن‬ ‫لق‬ ‫أ‬ ‫و‬ ، ‫اه‬ ‫م‬ ‫دق‬ ‫ت‬ ‫يتال‬ ‫تامد‬ ‫خال‬ ‫و‬ ‫كالهتسالاو‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫ص‬ ‫و‬ ‫ة‬ ‫ي‬ ‫لي‬ ‫غ‬ ‫ش‬ ‫ت‬ ‫ال‬ ‫تاق‬ ‫ف‬ ‫ن‬ ‫ال‬ : ‫ر‬ ‫ي‬ ‫غ‬ ‫ل‬ ‫ي‬ ‫غ‬ ‫ش‬ ‫ت‬ ‫ال‬ ‫دون‬ ‫ب‬ • ‫ل‬ ‫خدال‬ ‫ر‬ ‫يب‬ ‫ا‬ ‫د‬ ‫ت‬ ‫ال‬ )‫(ةراسخال‬ ‫ت‬ ‫اق‬ ‫ف‬ ‫ن‬ ‫ال‬ ‫ى‬ ‫لع‬ ‫ت‬ ‫ا‬ ‫د‬ ‫ار‬ ‫ي‬ ‫إل‬ ‫ا‬ ‫ضئا‬ ‫ف‬ • ‫نم‬ ‫ة‬ ‫كب‬ ‫شو‬ ، ‫تا‬ ‫قفن‬ ‫ال‬ ‫ى‬ ‫لع‬ ‫ت‬ ‫ا‬ ‫د‬ ‫ار‬ ‫ي‬ ‫إل‬ ‫ا‬ ‫ضئا‬ ‫ف‬ • ‫ةرطي‬ ‫س‬ ‫م‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫حالص‬ ‫م‬ ‫ال‬ 4-Statement of Changes in Net Assets ‫ل‬ ‫وصأل‬ ‫ا‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫ص‬ ‫يف‬ ‫ت‬ ‫ار‬ ‫يغت‬ ‫ال‬ ‫ن‬ ‫ايب‬ • Repeats some of the information on the statement of operations to explain changes in unrestricted net assets but also adds information about changes in restricted net assets • Areas covered are unrestricted net assets, temporarily restricted net assets, permanently restricted net assets, increase in net assets and net assets at the beginning and end of the year ‫تايل‬ ‫م‬ ‫ع‬ ‫ة‬ ‫مئا‬ ‫ق‬ ‫ى‬ ‫لع‬ ‫تام‬ ‫و‬ ‫لع‬ ‫م‬ ‫ال‬ ‫ضع‬ ‫ب‬ ‫رار‬ ‫ك‬ ‫ت‬ • ‫ر‬ ‫ي‬ ‫غ‬ ‫ت‬ ‫ا‬ ‫د‬ ‫و‬ ‫ج‬ ‫و‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫ص‬ ‫يف‬ ‫ت‬ ‫ار‬ ‫يغت‬ ‫ال‬ ‫ح‬ ‫رشل‬ ‫ت‬ ‫ار‬ ‫يغت‬ ‫ال‬ ‫ل‬ ‫و‬ ‫ح‬ ‫ت‬ ‫ا‬ ‫مولعم‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ضت‬ ‫اهنك‬ ‫ل‬ ‫ةديقم‬ ‫ال‬ ‫ةديقم‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫د‬ ‫وجوم‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫ص‬ ‫يف‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ت‬ ‫ا‬ ‫دو‬ ‫ج‬ ‫و‬ ‫م‬ ‫ال‬ ‫يف‬ ‫ا‬ ‫ص‬ ‫ي‬ ‫ه‬ ‫ة‬ ‫ل‬ ‫ومشمال‬ ‫قط‬ ‫ا‬ ‫ن‬ ‫م‬ ‫ال‬ • ‫لكشب‬ ، ‫ا‬ ‫ت‬ ‫ق‬ ‫ؤ‬ ‫م‬ ‫ةدي‬ ‫ق‬ ‫م‬ ‫ال‬ ‫تادو‬ ‫ج‬ ‫ومال‬ ‫يفا‬ ‫ص‬ ، ‫ةدي‬ ‫ق‬ ‫م‬ ‫ال‬ ‫يفا‬ ‫ص‬ ‫ي‬ ‫ف‬ ‫ةدا‬ ‫ي‬ ‫زو‬ ، ‫ل‬ ‫و‬ ‫صأل‬ ‫ا‬ ‫يفا‬ ‫ص‬ ‫د‬ ‫ي‬ ‫قم‬ ‫م‬ ‫ئ‬ ‫اد‬ ‫ماعال‬ ‫ةياهنو‬ ‫ادب‬‫ي‬‫ة‬ ‫ف‬ ‫ي‬ ‫تادوجومال‬ ‫اصو‬‫ف‬‫ي‬ ‫لوصألا‬ 5-Statement of Cash Flows ‫ة‬ ‫يدق‬ ‫ن‬ ‫ال‬ ‫تاقف‬ ‫د‬ ‫ت‬ ‫ال‬ ‫ن‬ ‫ايب‬ • Takes the accrual basis financial statements that report activity as it was earned and expended or committed for expenditure and converts it to the actual flow of cash • Covers the same time period as the statement of operations • Discloses key noncash investing and financing transactions ‫نأ‬ ‫ا‬‫ال‬‫تس‬‫ح‬‫اق‬‫ق‬ ‫ساسأ‬ ‫ةيالمال‬ ‫بال‬‫ي‬‫ا‬‫ن‬‫ا‬‫ت‬ ‫ت‬ ‫ح‬ ‫ي‬ ‫ط‬ • ‫و‬ ‫أ‬ ‫ق‬ ‫ف‬ ‫ن‬ ‫أو‬ ‫كل‬ ‫ذ‬ ‫لصح‬ ‫ام‬ ‫ك‬ ‫طاش‬ ‫ن‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫رقت‬ ‫قفدت‬ ‫ى‬ ‫إل‬ ‫اه‬ ‫لوحتو‬ ‫تافور‬ ‫ص‬ ‫م‬ ‫لل‬ ‫ص‬ ‫ص‬ ‫خ‬ ‫ال‬ ‫ع‬ ‫ف‬ ‫ة‬ ‫يدق‬ ‫ن‬ ‫ال‬ ‫الو‬ ‫م‬ ‫أل‬ ‫ا‬ ‫تايل‬ ‫م‬ ‫ع‬ ‫ة‬ ‫مئا‬ ‫ق‬ ‫س‬ ‫ف‬ ‫ن‬ ‫ة‬ ‫ي‬ ‫ن‬ ‫م‬ ‫زال‬ ‫ةر‬ ‫ت‬ ‫ف‬ ‫ال‬ ‫يط‬ ‫غ‬ ‫ي‬ • ‫رام‬ ‫ث‬ ‫ت‬ ‫سال‬ ‫ا‬ ‫ة‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ئ‬ ‫رال‬ ‫ت‬ ‫ال‬ ‫م‬ ‫اعم‬ ‫ال‬ ‫نع‬ ‫حص‬ ‫ف‬ ‫ت‬ • ‫ل‬ ‫يو‬ ‫م‬ ‫ت‬ ‫ال‬ ‫و‬ ‫ة‬ ‫يدق‬ ‫ن‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ Statement of Cash Flows Components ‫ت‬ ‫ا‬ ‫نو‬ ‫ك‬ ‫م‬ ‫ة‬ ‫يدق‬ ‫ن‬ ‫ال‬ ‫تاقف‬ ‫د‬ ‫ت‬ ‫ال‬ ‫ن‬ ‫ايب‬ • Title-Name of entity, statement and period of time statement covers • Cash flows from operating activities (in entity) • Cash flows from investing activities (includes investing in self) • Cash flows from financing activities • Net increase (decrease) in cash & cash equivalents • Cash & cash equivalents at beginning of year • Cash & cash equivalents at end of the year • Supplemental information ‫يطغي‬ ‫ب‬ ‫ي‬ ‫ا‬ ‫ن‬ ‫نم‬ ‫فالو‬‫ت‬ ‫ر‬‫ة‬ ‫ب‬ ‫ي‬ ‫ا‬ ‫ن‬ ، ‫ايكال‬‫ن‬ ‫مسا‬ ، ‫ناونع‬ • ‫تقوال‬ ) ‫نا‬ ‫ي‬ ‫ك‬ ‫ي‬ ‫ف‬ ( ‫ة‬ ‫ي‬ ‫ل‬ ‫ي‬ ‫غ‬ ‫ش‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫ط‬ ‫ش‬ ‫ن‬ ‫ألا‬ ‫ن‬ ‫م‬ ‫ة‬ ‫ي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫ت‬ ‫اقفدت‬ ‫ال‬ • ‫ل‬ ‫م‬ ‫ش‬ ‫ت‬ ‫و‬ ( ‫ة‬ ‫ي‬ ‫را‬ ‫م‬ ‫ث‬ ‫ت‬ ‫سالا‬ ‫ة‬ ‫ط‬ ‫ش‬ ‫ن‬ ‫ألا‬ ‫ن‬ ‫م‬ ‫ة‬ ‫ي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫ت‬ ‫اقفدت‬ ‫ال‬ • ) ‫ت‬ ‫اذال‬ ‫ي‬ ‫ف‬ ‫را‬ ‫م‬ ‫ثت‬ ‫سالا‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ي‬ ‫وم‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫ط‬ ‫ش‬ ‫ن‬ ‫ألا‬ ‫ن‬ ‫م‬ ‫ة‬ ‫ي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫ت‬ ‫اقفدت‬ ‫ال‬ • ‫ل‬ ‫دا‬ ‫ع‬ ‫م‬ ‫ال‬ ‫دق‬ ‫ن‬ ‫الو‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫ي‬ ‫ف‬ ) ‫صق‬ ‫ن‬ ‫ال‬ ( ‫ةدا‬ ‫ي‬ ‫زال‬ ‫يفا‬ ‫ص‬ • ‫ة‬ ‫ن‬ ‫سال‬ ‫ة‬ ‫ي‬ ‫ادب‬ ‫ي‬ ‫ف‬ ‫ل‬ ‫داع‬ ‫م‬ ‫ال‬ ‫دق‬ ‫ن‬ ‫الو‬ ‫دق‬ ‫ن‬ ‫ال‬ • ‫ةن‬ ‫سال‬ ‫ة‬ ‫ي‬ ‫اه‬ ‫ن‬ ‫ي‬ ‫ف‬ ‫ل‬ ‫داع‬ ‫م‬ ‫ال‬ ‫دق‬ ‫ن‬ ‫الو‬ ‫دق‬ ‫ن‬ ‫ال‬ • ‫إ‬‫ض‬‫ا‬‫ف‬‫ي‬‫ة‬ ‫تامولعم‬ • Operating Activities ‫ل‬ ‫يغ‬ ‫ش‬ ‫ت‬ ‫ال‬ ‫ةط‬ ‫شن‬ ‫أ‬ Inflows • Receipts from customers • Cash dividends received • Interest from borrowers • Other ‫ت‬ ‫د‬ ‫ف‬ ‫ق‬ ‫ا‬ ‫ت‬ ‫ء‬ ‫ال‬ ‫م‬ ‫ع‬ ‫ال‬ ‫نم‬ ‫ت‬ ‫ال‬ ‫ا‬ ‫ص‬ ‫ي‬ ‫إ‬ • ‫تق‬ ‫لت‬ ‫ة‬ ‫يدق‬ ‫ن‬ ‫ت‬ ‫ا‬ ‫عي‬ ‫زوت‬ • ‫ن‬ ‫ي‬ ‫ضر‬ ‫تقم‬ ‫ال‬ ‫نم‬ ‫ةدئافال‬ • ‫•رخآ‬ Outflows • Salaries and wages • Payments to suppliers • Taxes and fines • Interest paid to lenders • Other ‫ت‬ ‫د‬ ‫ف‬ ‫ق‬ ‫ا‬ ‫ت‬ ‫روجألاو‬ ‫بتاورال‬ • ‫ن‬ ‫يد‬ ‫ر‬ ‫و‬ ‫م‬ ‫لل‬ ‫تا‬ ‫ع‬ ‫وفدمال‬ • ‫تام‬ ‫ار‬ ‫غ‬ ‫ال‬ ‫و‬ ‫بئ‬ ‫ارضال‬ • ‫ن‬ ‫ي‬ ‫ضرق‬ ‫م‬ ‫لل‬ ‫ةع‬ ‫وفد‬ ‫م‬ ‫دئاو‬ ‫ف‬ • ‫•رخآ‬ 5
HCM 213-Ch2 Investing Activities ‫ة‬ ‫ي‬ ‫رام‬ ‫ث‬ ‫ت‬ ‫سإ‬ ‫تاطاشن‬ Inflows • Selling long-term productive assets • Selling equity investments • Collecting principal on loans • Other ‫ت‬ ‫د‬ ‫ف‬ ‫ق‬ ‫ا‬ ‫ت‬ ‫ليوطال‬ ‫ىدمال‬ ‫لع‬‫ى‬ ‫ب‬ ‫ي‬ ‫ع‬ ‫ا‬‫إل‬‫ن‬‫ت‬‫ا‬‫ج‬‫ي‬‫ة‬ ‫لوصألا‬ • ‫م‬ ‫ه‬ ‫سأل‬ ‫ا‬ ‫عي‬ ‫ب‬ ‫ت‬ ‫ار‬ ‫امثت‬ ‫سا‬ • ‫ض‬ ‫ورق‬ ‫ال‬ ‫ى‬ ‫لع‬ ‫ة‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ئ‬ ‫رال‬ ‫عم‬ ‫ج‬ • ‫•رخآ‬ Outflows • Purchasing long-term productive assets • Purchasing equity investments • Purchasing debt investments • Other ‫تاقف‬ ‫دت‬ ‫ل‬ ‫يوط‬ ‫ال‬ ‫ى‬ ‫د‬ ‫م‬ ‫ال‬ ‫ى‬ ‫لع‬ ‫ة‬ ‫ي‬ ‫جات‬ ‫ن‬ ‫إل‬ ‫ا‬ ‫ل‬ ‫وصأل‬ ‫ا‬ ‫ءارش‬ ‫م‬ ‫ه‬ ‫سأل‬ ‫ا‬ ‫ت‬ ‫ار‬ ‫امثت‬ ‫سا‬ ‫ءارش‬ ‫ن‬ ‫و‬ ‫ي‬ ‫د‬ ‫ال‬ ‫ت‬ ‫ار‬ ‫امثت‬ ‫سا‬ ‫ءارش‬ ‫رخآ‬ Financing Activities ‫ل‬ ‫يو‬ ‫م‬ ‫ت‬ ‫ال‬ ‫ةط‬ ‫شن‬ ‫أ‬ Inflows • Issuing its own equity securities • Issuing bonds and notes • Issuing short- and long-term liabilities ‫فد‬‫ق‬‫ا‬‫ت‬ ‫ا‬ ‫ه‬ ‫ب‬ ‫ة‬ ‫ص‬ ‫اخال‬ ‫ةي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫قار‬ ‫و‬ ‫ألا‬ ‫رادصإ‬ • ‫ت‬ ‫ا‬ ‫ن‬ ‫وذأ‬ ‫و‬ ‫ت‬ ‫اد‬ ‫ن‬ ‫س‬ ‫رادصإ‬ • ‫موصخال‬ ‫لجألا‬ ‫ليوطو‬‫ة‬ ‫لجألا‬ ‫يصق‬ ‫ر‬‫ة‬ ‫رادصإ‬ • Outflows • Pay dividends • Purchasing treasury stock • Repaying cash loans • Paying owners’ withdrawals ‫ت‬ ‫د‬ ‫ف‬ ‫ق‬ ‫ا‬ ‫ت‬ ‫ع‬ ‫ف‬ ‫د‬ ‫ال‬ ‫حابر‬ ‫أ‬ • ‫ة‬ ‫ني‬ ‫زخال‬ ‫مه‬ ‫س‬ ‫أ‬ ‫ءارش‬ • ‫ا‬ ‫دق‬ ‫ن‬ ‫دادس‬ ‫ضور‬ ‫ق‬ • ‫ا‬ ‫هباح‬ ‫صأ‬ ‫ب‬ ‫حس‬ ‫ة‬ ‫يناكم‬ ‫إ‬ • Noncash Investing and Financing ‫ل‬ ‫ي‬ ‫و‬ ‫مت‬ ‫ال‬ ‫و‬ ‫رام‬ ‫ث‬ ‫ت‬ ‫سال‬ ‫ا‬ ‫؟ة‬ ‫يدق‬ ‫ن‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ Items requiring separate disclosure include: • Retirement of debt by issuing equity securities. • Conversion of preferred stock to common stock. • Leasing of assets in a capital lease transaction. : ‫ل‬ ‫مش‬ ‫ت‬ ‫ةل‬ ‫ص‬ ‫ف‬ ‫ن‬ ‫م‬ ‫فش‬ ‫ك‬ ‫ال‬ ‫ب‬ ‫لط‬ ‫ت‬ ‫ت‬ ‫يتال‬ ‫دونب‬ ‫ال‬ ‫قا‬ ‫ر‬ ‫و‬ ‫أ‬ ‫را‬ ‫د‬ ‫ص‬ ‫إ‬ ‫لال‬ ‫خ‬ ‫نم‬ ‫ن‬ ‫و‬ ‫ي‬ ‫د‬ ‫ال‬ ‫نم‬ ‫د‬ ‫ع‬ ‫اق‬ ‫ت‬ ‫ال‬ • .‫ةيالم‬ . ‫ة‬ ‫يد‬ ‫اع‬ ‫مه‬ ‫س‬ ‫أ‬ ‫ى‬ ‫إل‬ ‫ةزا‬ ‫ت‬ ‫م‬ ‫م‬ ‫ال‬ ‫مه‬ ‫س‬ ‫أل‬ ‫ا‬ ‫ل‬ ‫يوح‬ ‫ت‬ • ‫راجيإلا‬ ‫ةلماعم‬ ‫ف‬ ‫ي‬ ‫لوصألل‬ ‫تال‬‫م‬‫يو‬‫ل‬‫ي‬ ‫تال‬‫أ‬‫ج‬‫ي‬‫ر‬ • .‫ةمصاعال‬ Summary • Examined have been the 4 basic financial statements which comprise a picture of the financial health of a non profit, business oriented health care entity. • The four basic financial statements are: • Balance Sheet • Statement of Operations • Statement of Changes in Net Assets • Statement of Cash Flows ‫ي‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ساسأل‬ ‫ا‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫مئاو‬ ‫ق‬ ‫ال‬ 4 ‫تنا‬ ‫ك‬ ‫ت‬ ‫صحف‬ • ‫ال‬ ‫م‬ ‫عأل‬ ‫ا‬ ، ‫ح‬ ‫ب‬ ‫رلل‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫ع‬ ‫ض‬ ‫وال‬ ‫ةرو‬ ‫ص‬ ‫ن‬ ‫و‬ ‫ك‬ ‫ت‬ ‫ت‬ . ‫ة‬ ‫ي‬ ‫ح‬ ‫صال‬ ‫ة‬ ‫يا‬ ‫ع‬ ‫ر‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ن‬ ‫اي‬ ‫ك‬ ‫لل‬ ‫ة‬ ‫ه‬ ‫جو‬ ‫م‬ ‫ال‬ : ‫يه‬ ‫ة‬ ‫ع‬ ‫ب‬ ‫رأل‬ ‫ا‬ ‫ة‬ ‫ي‬ ‫ساسأل‬ ‫ا‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫تانا‬ ‫ي‬ ‫ب‬ ‫ال‬ • ‫اوتال‬‫ز‬‫ن‬ ‫ةقرو‬ • ‫ت‬ ‫ايل‬ ‫م‬ ‫ع‬ ‫ال‬ ‫نم‬ ‫ن‬ ‫اي‬ ‫ب‬ • ‫ل‬ ‫و‬ ‫ص‬ ‫أل‬ ‫ا‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫ص‬ ‫يف‬ ‫ت‬ ‫ار‬ ‫يغت‬ ‫ال‬ ‫ن‬ ‫اي‬ ‫ب‬ • ‫نال‬‫ق‬‫د‬‫ي‬‫ة‬ ‫ال‬ ‫ت‬ ‫د‬‫ف‬ ‫ق‬‫ا‬‫ت‬ ‫ب‬ ‫ي‬ ‫ا‬ ‫ن‬ • 6
3 ‫نم‬1 ‫ةحفصال‬ HCM 213-Ch3 Principles and Practices of Health Care Accounting ‫ة‬ ‫بسا‬ ‫ح‬ ‫م‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫ر‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫سر‬ ‫ا‬ ‫ممو‬ ‫ئ‬ ‫د‬ ‫ا‬ ‫بم‬ Learning Objectives ‫م‬ ‫ل‬ ‫عت‬ ‫ال‬ ‫ف‬ ‫ادها‬ • Record financial transactions • Understand the basics of accrual accounting • Summarize transactions info financial statements ‫لجس‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ال‬ ‫م‬ ‫اعم‬ ‫ال‬ • ‫ق‬ ‫اقح‬ ‫ت‬ ‫سال‬ ‫ا‬ ‫سا‬ ‫س‬ ‫أ‬ ‫ىلع‬ ‫ة‬ ‫ب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫تاي‬ ‫س‬ ‫اس‬ ‫أ‬ ‫مهف‬ • ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫مئاو‬ ‫ق‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ت‬ ‫ال‬ ‫م‬ ‫اعم‬ ‫ال‬ ‫صيخل‬ ‫ت‬ • Analyzing and Recording Process ‫ة‬ ‫ي‬ ‫ل‬ ‫مع‬ ‫ليج‬ ‫س‬ ‫ت‬ ‫و‬ ‫لي‬ ‫ل‬ ‫ح‬ ‫ت‬ Exchanges of economic consideration between two parties ‫ن‬ ‫ي‬ ‫فرط‬ ‫ن‬ ‫ي‬ ‫ب‬ ‫ي‬ ‫د‬ ‫ا‬ ‫ص‬ ‫ت‬ ‫قالا‬ ‫را‬ ‫بت‬ ‫عال‬ ‫ا‬ ‫ل‬ ‫د‬ ‫ا‬ ‫ب‬ ‫ت‬ External Transactions occur between the organization and an outside party. ‫فرطو‬ ‫ةمظنمال‬ ‫ب‬ ‫ي‬ ‫ن‬ ‫ةيجراخال‬ ‫تالماعمال‬ ‫ثدحت‬ .‫يجراخ‬ Internal Transactions occur within the organization. . ‫ة‬ ‫م‬ ‫ظ‬ ‫ن‬ ‫م‬ ‫ال‬ ‫لخاد‬ ‫ة‬ ‫ي‬ ‫لخ‬ ‫ا‬ ‫د‬ ‫ال‬ ‫ت‬ ‫ال‬ ‫م‬ ‫اعم‬ ‫ال‬ ‫ثد‬ ‫حت‬ journal ‫ةلجم‬ In accounting, the journal is the first recording of financial transactions as they occur in time. So that they can then be used for future reconciling and transfer to other official accounting records such as the general ledger. The purpose of a journal is to record transactions in chronological order. ‫ل‬ ‫ي‬ ‫ج‬ ‫س‬ ‫ت‬ ‫ل‬ ‫و‬ ‫أ‬ ‫ي‬ ‫ه‬ ‫ة‬ ‫ل‬ ‫جمالو‬ ، ‫ة‬ ‫ب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫ال‬ ‫جم‬ ‫يف‬ . ‫بسانمال‬ ‫تقوال‬ ‫ف‬ ‫ي‬ ‫اهثودح‬ ‫دنع‬ ‫يالمال‬‫ة‬ ‫تالماعمال‬ ‫ى‬ ‫إل‬ ‫لق‬ ‫ن‬ ‫و‬ ‫ة‬ ‫ي‬ ‫و‬ ‫ست‬ ‫ل‬ ‫ك‬ ‫ل‬ ‫ذ‬ ‫دع‬ ‫ب‬ ‫اه‬ ‫م‬ ‫ادختس‬ ‫ا‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ ‫ث‬ ‫ي‬ ‫حب‬ ‫لب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ي‬ ‫ف‬ ‫ى‬ ‫ر‬ ‫خأل‬ ‫ا‬ ‫ة‬ ‫ي‬ ‫مس‬ ‫ر‬ ‫ال‬ ‫ة‬ ‫يب‬ ‫س‬ ‫ا‬ ‫حمال‬ ‫ت‬ ‫ال‬ ‫جسال‬ . ‫م‬ ‫اعال‬ ‫ذا‬ ‫ت‬ ‫سألا‬ ‫ر‬ ‫ت‬ ‫فد‬ ‫ل‬ ‫ث‬ ‫م‬ ‫ف‬ ‫ي‬ ‫تالماعمال‬ ‫ت‬ ‫س‬ ‫ج‬ ‫ي‬ ‫ل‬ ‫ىإل‬ ‫ةلجمال‬ ‫نم‬ ‫ضرغال‬ . ‫ي‬ ‫ن‬ ‫مز‬ ‫ال‬ ‫ب‬ ‫يت‬ ‫ر‬ ‫ت‬ ‫ال‬ Ledger ‫ت‬ ‫ا‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫ال‬ ‫ر‬ ‫ت‬ ‫فد‬ The ledger is a collection of all accounts for an information system. A company's main accounting records. A general ledger is a complete record of financial transactions over the life of a company. The ledger holds account information that is needed to prepare financial statements, and includes accounts for assets, liabilities, net assets, revenues and expenses. The purpose of a ledger is to provide a record of the balance in each account. ‫ماظ‬ ‫ن‬ ‫ل‬ ‫ت‬ ‫ا‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫ال‬ ‫ل‬ ‫ك‬ ‫ع‬ ‫م‬ ‫ج‬ ‫و‬ ‫ه‬ ‫ذ‬ ‫ا‬ ‫ت‬ ‫سألا‬ ‫ر‬ ‫ت‬ ‫فد‬ .‫تامولعمال‬ ‫ذ‬ ‫ا‬ ‫ت‬ ‫سألا‬ ‫ر‬ ‫ت‬ ‫ف‬ ‫د‬ ‫و‬ . ‫ة‬ ‫ك‬ ‫رشلل‬ ‫ةي‬ ‫س‬ ‫ي‬ ‫ئ‬ ‫رال‬ ‫ة‬ ‫يب‬ ‫س‬ ‫ا‬ ‫حمال‬ ‫ت‬ ‫ال‬ ‫جسال‬ ‫رمع‬ ‫ى‬ ‫د‬ ‫م‬ ‫ى‬ ‫لع‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫مال‬ ‫ت‬ ‫ال‬ ‫م‬ ‫ا‬ ‫ع‬ ‫م‬ ‫ل‬ ‫ل‬ ‫ال‬ ‫م‬ ‫ا‬ ‫ك‬ ‫الج‬ ‫س‬ ‫و‬ ‫ما‬ ‫ع‬ ‫ال‬ ‫دادعإل‬ ‫ةمزالال‬ ‫تامولعمال‬ ‫ا‬‫أل‬‫تس‬‫ا‬‫ذ‬ ‫لمحي‬ . ‫ةكرشال‬ ‫لوصألا‬ ‫اسح‬‫ب‬‫ا‬‫ت‬ ‫يو‬‫ت‬‫ض‬‫نم‬ ، ‫باسح‬ ‫يالمال‬‫ة‬ ‫بال‬ ‫ي‬ ‫ا‬‫ن‬ ‫ا‬‫ت‬ ‫تادا‬ ‫ر‬ ‫ي‬ ‫إل‬ ‫او‬ ‫ة‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫صال‬ ‫ل‬ ‫و‬ ‫ص‬ ‫ألاو‬ ‫مو‬ ‫ص‬ ‫خالو‬ .‫تافورصمالو‬ ‫ف‬ ‫ي‬ ‫لل‬‫ت‬‫و‬‫ا‬‫ز‬‫ن‬ ‫لجس‬ ‫ت‬ ‫و‬ ‫ف‬ ‫ي‬ ‫ر‬ ‫وه‬ ‫ا‬‫أل‬‫تس‬‫ا‬‫ذ‬ ‫د‬ ‫ف‬ ‫ت‬ ‫ر‬ ‫نم‬ ‫ضرغال‬ . ‫ب‬ ‫اس‬ ‫ح‬ ‫لك‬ The “Book” "‫باتكال‬ • As transactions occur, they are recorded chronologically in a journal • Periodically the transactions are summarized by account into a ledger • The journal and ledger make up the chronological listing of transactions and the current balance in each account • Totals for each account in the ledger are used to prepare the four financial statements ‫يف‬ ‫اي‬ ‫ن‬ ‫م‬ ‫ز‬ ‫اه‬ ‫لي‬ ‫ج‬ ‫ست‬ ‫متي‬ ، ‫تال‬ ‫م‬ ‫ا‬ ‫عم‬ ‫ال‬ ‫ثد‬ ‫حت‬ ‫ام‬ ‫ك‬ • ‫ةلجم‬ ‫باس‬ ‫ح‬ ‫ق‬ ‫ي‬ ‫رط‬ ‫نع‬ ‫ت‬ ‫ال‬ ‫م‬ ‫اعم‬ ‫ال‬ ‫صخ‬ ‫ل‬ ‫ت‬ ‫ت‬ ‫ي‬ ‫ر‬ ‫و‬ ‫د‬ • ‫ذ‬ ‫ا‬ ‫ت‬ ‫سأل‬ ‫ا‬ ‫رتفد‬ ‫يف‬ ‫ب‬ ‫سح‬ ‫ة‬ ‫ب‬ ‫ت‬ ‫رم‬ ‫ل‬ ‫ك‬ ‫شت‬ ‫ذ‬ ‫ا‬ ‫ت‬ ‫سأل‬ ‫ا‬ ‫ر‬ ‫ت‬ ‫ف‬ ‫د‬ ‫و‬ ‫ةلجمال‬ • ‫ف‬ ‫ي‬ ‫يالحال‬ ‫نزاوتالو‬ ‫تالماعمال‬ ‫ينمزال‬ ‫ت‬ ‫س‬ ‫ل‬ ‫س‬ ‫ل‬ ‫ه‬ ‫ا‬ ‫باس‬ ‫ح‬ ‫لك‬ ‫ذ‬ ‫ات‬ ‫س‬ ‫أل‬ ‫ا‬ ‫ر‬ ‫ت‬ ‫فد‬ ‫ي‬ ‫ف‬ ‫باس‬ ‫ح‬ ‫ل‬ ‫ك‬ ‫ل‬ ‫عيماجمال‬ ‫مدخ‬ ‫ت‬ ‫ست‬ • ‫ة‬ ‫عب‬ ‫رأل‬ ‫ا‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫مئاو‬ ‫ق‬ ‫ال‬ ‫د‬ ‫ا‬ ‫د‬ ‫ع‬ ‫إل‬ Analyzing and Recording Process ‫ة‬ ‫ي‬ ‫ل‬ ‫مع‬ ‫لي‬ ‫ج‬ ‫س‬ ‫ت‬ ‫و‬ ‫لي‬ ‫ل‬ ‫ح‬ ‫ت‬ 2. Analyze each transaction and event from source documents 3. Record relevant transactions and events in a journal 4. Post journal information to ledger accounts 5. Prepare and analyze the trial balance ‫ق‬ ‫ئ‬ ‫ا‬ ‫ث‬ ‫و‬ ‫نم‬ ‫ثد‬ ‫حال‬ ‫و‬ ، ‫ةلما‬ ‫ع‬ ‫م‬ ‫لك‬ ‫ل‬ ‫ي‬ ‫لحت‬ .1 ‫ردصم‬ ‫ةل‬ ‫ص‬ ‫ال‬ ‫ت‬ ‫اذ‬ ‫ث‬ ‫ا‬ ‫د‬ ‫حأل‬ ‫ا‬ ‫و‬ ‫تالماعم‬ ‫ال‬ .2 ‫ة‬ ‫لج‬ ‫م‬ ‫ي‬ ‫ف‬ ‫لجس‬ ‫ة‬ ‫ي‬ ‫رود‬ ‫تامولع‬ ‫م‬ ‫ة‬ ‫ك‬ ‫راش‬ ‫م‬ ‫ال‬ .3 ‫ذ‬ ‫ات‬ ‫س‬ ‫أل‬ ‫ا‬ ‫ر‬ ‫ت‬ ‫فد‬ ‫تاباس‬ ‫حل‬ ‫ة‬ ‫ع‬ ‫جار‬ ‫م‬ ‫ال‬ ‫ناز‬ ‫ي‬ ‫م‬ ‫ل‬ ‫ي‬ ‫لحتو‬ ‫د‬ ‫ا‬ ‫د‬ ‫عإ‬ .4
HCM 213-Ch3 Source Documents ‫ر‬ ‫د‬ ‫ص‬ ‫م‬ ‫قئ‬ ‫ا‬ ‫ثو‬ 1. Employee Earnings Records 2. Checks 3. Bills from Suppliers 4. Purchase Orders 5. Bank Statements 6. Sales Tickets ‫ف‬ ‫ظ‬ ‫و‬ ‫م‬ ‫حابرأل‬ ‫ا‬ .1 ‫ل‬ ‫ي‬ ‫جس‬ ‫ت‬ ‫تاكي‬ ‫شال‬ .2 ‫ن‬ ‫يد‬ ‫ر‬ ‫و‬ ‫م‬ ‫ال‬ ‫نم‬ ‫ر‬ ‫يت‬ ‫اوف‬ .3 ‫ء‬ ‫ارشال‬ ‫رماوأ‬ .4 ‫ك‬ ‫نب‬ ‫ال‬ ‫باس‬ ‫ح‬ ‫فشك‬ .5 ‫ت‬ ‫اعيبم‬ ‫ال‬ ‫ر‬ ‫ك‬ ‫ا‬ ‫ذ‬ ‫ت‬ .6 Methods of Accounting ‫ة‬ ‫بسا‬ ‫ح‬ ‫م‬ ‫ال‬ ‫بي‬ ‫ال‬ ‫سأ‬ • Cash basis of accounting- tracks cash when received and when cash is expended regardless of when services were provided or resources were used • Accrual basis of accounting- records revenues when earned and resources used regardless of the flow of cash in or out of the entity • Health care organizations use accrual accounting ‫ت‬ ‫ار‬ ‫اس‬ ‫م‬ ‫ال‬ - ‫ة‬ ‫ب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ي‬ ‫د‬ ‫قن‬ ‫ال‬ ‫ساسأل‬ ‫ا‬ • ‫ضغ‬ ‫ب‬ ‫ة‬ ‫يدق‬ ‫ن‬ ‫ال‬ ‫تقفن‬ ‫أ‬ ‫امدنع‬ ‫و‬ ‫ىقل‬ ‫ت‬ ‫ا‬ ‫م‬ ‫دن‬ ‫ع‬ ‫ة‬ ‫يدق‬ ‫ن‬ ‫ال‬ ‫تمد‬ ‫خ‬ ‫ت‬ ‫سا‬ ‫و‬ ‫أ‬ ‫تامد‬ ‫خ‬ ‫تمد‬ ‫ق‬ ‫ىت‬ ‫م‬ ‫نع‬ ‫رظ‬ ‫ن‬ ‫ال‬ ‫دراومال‬ ‫ت‬ ‫ا‬ ‫د‬ ‫ار‬ ‫ي‬ ‫إ‬ - ‫يبساحمال‬ ‫قا‬ ‫ق‬ ‫ح‬ ‫ت‬ ‫سال‬ ‫ا‬ ‫س‬ ‫اسأ‬ • ‫ةمدختسمال‬ ‫دراومالو‬ ‫لصح‬ ‫امدنع‬ ‫تالجسال‬ ‫ج‬ ‫راخ‬ ‫و‬ ‫أ‬ ‫ل‬ ‫خ‬ ‫اد‬ ‫ي‬ ‫د‬ ‫ق‬ ‫ن‬ ‫قفدت‬ ‫نع‬ ‫رظ‬ ‫ن‬ ‫ال‬ ‫ضغب‬ ‫يكال‬‫ا‬‫ن‬ ‫ة‬ ‫ب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫تام‬ ‫ظ‬ ‫ن‬ ‫م‬ ‫ما‬ ‫د‬ ‫خ‬ ‫ت‬ ‫سا‬ • ‫قا‬ ‫ق‬ ‫ح‬ ‫ت‬ ‫سال‬ ‫ا‬ ‫س‬ ‫اسأ‬ ‫ىلع‬ Recording Transactions ‫تال‬ ‫م‬ ‫ا‬ ‫ع‬ ‫م‬ ‫ال‬ ‫ليجست‬ 2 rules under accrual accounting • First At least two accounts must be used to record a transaction a) Increase(decrease) an asset account whenever assets are acquired (used) b) Increase (decrease) a liability account whenever obligations are incurred (paid for) c) Increase a revenues, gains, or other support account when it occurs d) Increase an expense account when an asset is used ‫ق‬ ‫اقح‬ ‫ت‬ ‫سال‬ ‫ا‬ ‫س‬ ‫اسأ‬ ‫ى‬ ‫لع‬ ‫ة‬ ‫ب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫ت‬ ‫حت‬ ‫د‬ ‫ع‬ ‫اوق‬ ‫تاباس‬ ‫ح‬ ‫لقألا‬ ‫ى‬ ‫لع‬ ‫ن‬ ‫ينث‬ ‫ا‬ • ‫ما‬ ‫د‬ ‫خ‬ ‫ت‬ ‫سا‬ ‫بجي‬ ‫ت‬ ‫ال‬ ‫م‬ ‫اعم‬ ‫ال‬ ‫ل‬ ‫ي‬ ‫جس‬ ‫ت‬ ‫ل‬ ‫متي‬ ‫ام‬ ‫لك‬ ‫ل‬ ‫وصأل‬ ‫ا‬ ‫باس‬ ‫ح‬ ) ‫ص‬ ‫قن‬ ‫ال‬ ( ‫ة‬ ‫د‬ ‫ا‬ ‫ي‬ ‫زال‬ )‫أ‬ ) ‫ةمدخ‬ ‫ت‬ ‫س‬ ‫م‬ ‫ال‬ ( ‫ل‬ ‫وصأل‬ ‫ا‬ ‫ى‬ ‫لع‬ ‫ل‬ ‫وصح‬ ‫ال‬ ‫م‬ ‫ت‬ ‫ي‬ ‫ام‬ ‫لك‬ ‫ة‬ ‫ي‬ ‫لوؤ‬ ‫س‬ ‫م‬ ‫ال‬ ‫باس‬ ‫ح‬ ) ‫ص‬ ‫قن‬ ‫ال‬ ( ‫ة‬ ‫د‬ ‫ا‬ ‫ي‬ ‫زال‬ )‫ب‬ ) ‫ل‬ ‫عف‬ ‫د‬ ‫ت‬ ( ‫تام‬ ‫از‬ ‫ت‬ ‫لالا‬ ‫اه‬ ‫د‬ ‫بك‬ ‫ت‬ ‫باس‬ ‫ح‬ ‫و‬ ‫أ‬ ، ‫ح‬ ‫ابرأل‬ ‫او‬ ‫ت‬ ‫ا‬ ‫د‬ ‫ار‬ ‫ي‬ ‫إل‬ ‫ا‬ ‫يف‬ ‫ةداي‬ ‫ز‬ ) ‫ج‬ ‫ه‬ ‫ث‬ ‫و‬ ‫د‬ ‫ح‬ ‫د‬ ‫ن‬ ‫ع‬ ‫م‬ ‫ع‬ ‫د‬ ‫ال‬ ‫ال‬ ‫ك‬ ‫شأ‬ ‫ن‬ ‫م‬ ‫اهريغ‬ ‫د‬ ‫حأ‬ ‫ما‬ ‫د‬ ‫خ‬ ‫ت‬ ‫سا‬ ‫د‬ ‫ن‬ ‫ع‬ ‫باس‬ ‫ح‬ ‫باس‬ ‫ح‬ ‫ةداي‬ ‫ز‬ )‫د‬ ‫لوصألا‬ 2nd Rule Recording Transactions ‫ةد‬ ‫ع‬ ‫اقال‬ ND2 ‫تال‬ ‫م‬ ‫ا‬ ‫ع‬ ‫م‬ ‫ال‬ ‫ليجست‬ • After each transaction, the fundamental accounting equation must be in balance: Assets=Liabilities +Net Assets ‫ةل‬ ‫د‬ ‫اعم‬ ‫ال‬ ‫ن‬ ‫و‬ ‫ك‬ ‫ت‬ ‫نأ‬ ‫بج‬ ‫ي‬ ، ‫ة‬ ‫لم‬ ‫ا‬ ‫ع‬ ‫م‬ ‫لك‬ ‫دعب‬ : ‫نزا‬ ‫و‬ ‫ت‬ ‫يف‬ ‫ة‬ ‫ي‬ ‫ساسأل‬ ‫ا‬ ‫ة‬ ‫يب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫ل‬ ‫وصأل‬ ‫ا‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫ص‬ + ‫تام‬ ‫از‬ ‫ت‬ ‫لالا‬ = ‫ل‬ ‫وصألا‬ Contra Account • An account found in an account ledger that is used to reduce that value of a related account. • Items recorded in the contra account are specifically designed to offset other transactions, and are recorded as the opposite type of entry. • If a debit is recorded in a related account, the contra account record will be a credit. Contra-assets : An asset that, when increased, decreased the value of a related asset on the books. ‫ذ‬ ‫ا‬ ‫ت‬ ‫سألا‬ ‫ر‬ ‫ت‬ ‫فد‬ ‫ب‬ ‫ا‬ ‫س‬ ‫ح‬ ‫ي‬ ‫ف‬ ‫ت‬ ‫دج‬ ‫و‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫ال‬ ‫مادخ‬ ‫ت‬ ‫سا‬ ‫م‬ ‫ت‬ ‫ي‬ . ‫ة‬ ‫ل‬ ‫صال‬ ‫ت‬ ‫ا‬ ‫ذ‬ ‫ب‬ ‫ا‬ ‫سح‬ ‫ن‬ ‫م‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ ‫ه‬ ‫ذ‬ ‫ه‬ ‫ن‬ ‫م‬ ‫د‬ ‫ح‬ ‫ل‬ ‫ل‬ ‫ي‬ ‫ذال‬ ‫لب‬ ‫اق‬ ‫م‬ ‫ب‬ ‫ا‬ ‫س‬ ‫ح‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫لج‬ ‫س‬ ‫م‬ ‫ال‬ ‫رصا‬ ‫ن‬ ‫ع‬ ‫ال‬ ‫م‬ ‫ي‬ ‫مصت‬ ‫مت‬ ‫و‬ ‫ي‬ ‫ت‬ ‫م‬ ، ‫تالماعمال‬ ‫نم‬ ‫اهريغ‬ ‫نع‬ ‫ل‬ ‫ل‬ ‫ت‬ ‫ع‬ ‫و‬ ‫ي‬ ‫ض‬ ‫يصخ‬‫ص‬‫ا‬ . ‫لو‬ ‫خدال‬ ‫س‬ ‫ك‬ ‫ا‬ ‫ع‬ ‫م‬ ‫ال‬ ‫ع‬ ‫ون‬ ‫ك‬ ‫ل‬ ‫ي‬ ‫جست‬ ‫ل‬ ‫جس‬ ‫نإ‬ ‫ف‬ ، ‫ةلص‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ذ‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫ي‬ ‫ف‬ ‫م‬ ‫ص‬ ‫خ‬ ‫ال‬ ‫ت‬ ‫ل‬ ‫جس‬ ‫اذإ‬ . ‫نام‬ ‫تئ‬ ‫الا‬ ‫نوك‬ ‫ي‬ ‫ن‬ ‫أ‬ ‫ل‬ ‫ب‬ ‫اق‬ ‫م‬ ‫ب‬ ‫اسح‬ : ‫ل‬ ‫و‬ ‫صأل‬ ‫ا‬ ‫ار‬ ‫تن‬ ‫وك‬ ‫يق‬‫م‬‫ة‬ ‫او‬‫ن‬‫خ‬‫تضف‬ ، ‫تداز‬ ‫امدنع‬ ، ‫تال‬‫ي‬ ‫لوصألا‬ ‫دحأ‬ . ‫بت‬ ‫ك‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫لص‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ذ‬ ‫ل‬ ‫و‬ ‫صألا‬ Two primary examples: 1- Accumulated depreciation, which is the contra- assets to properties and equipment. Depreciation : A method of allocating the cost of a tangible asset over its useful life. : ‫ة‬ ‫ي‬ ‫لوأل‬ ‫ا‬ ‫ن‬ ‫ي‬ ‫ال‬ ‫ث‬ ‫م‬ ، ‫ة‬ ‫ي‬ ‫م‬ ‫ا‬ ‫ظ‬ ‫ن‬ ‫ال‬ ‫ل‬ ‫و‬ ‫ص‬ ‫ألا‬ ‫ي‬ ‫ه‬ ‫و‬ ، ‫م‬ ‫ك‬ ‫ار‬ ‫ت‬ ‫م‬ ‫ال‬ ‫ك‬ ‫ال‬ ‫ه‬ ‫ت‬ ‫سالا‬ -1 . ‫ت‬ ‫ا‬ ‫دع‬ ‫م‬ ‫ال‬ ‫و‬ ‫ص‬ ‫ئ‬ ‫اص‬ ‫خ‬ ‫ىإل‬ ‫ت‬ ‫ا‬ ‫دو‬ ‫ج‬ ‫و‬ ‫م‬ ‫ال‬ ‫ة‬ ‫ف‬ ‫ل‬ ‫ك‬ ‫ت‬ ‫ع‬ ‫ي‬ ‫ز‬ ‫وت‬ ‫ل‬ ‫ة‬ ‫ق‬ ‫ي‬ ‫رط‬ ‫كا‬ ‫ن‬ ‫ه‬ : ‫ك‬ ‫ال‬ ‫ه‬ ‫ت‬ ‫سالا‬ 3 ‫نم‬2 ‫ةحفصال‬
3 ‫نم‬3 ‫ةحفصال‬ HCM 213-Ch3  For accounting purposes, depreciation indicates how much of an asset's value has been used up. accumulated depreciation: Accumulated Depreciation is a long-term contra asset account (an asset account with a credit balance) that is reported on the balance sheet under the heading Property, Plant, and Equipment.  An asset's carrying value on the balance sheet is the difference between its purchase price and accumulated depreciation. ‫ار‬ ‫تن‬ ‫و‬ ‫ك‬ ‫ل‬ ‫و‬ ‫صأل‬ ‫ا‬ ‫ب‬ ‫ا‬ ‫سح‬ ‫و‬ ‫ه‬ ‫م‬ ‫ك‬ ‫ار‬ ‫ت‬ ‫م‬ ‫ال‬ ‫ك‬ ‫ال‬ ‫ه‬ ‫ت‬ ‫سالا‬ ‫ال‬ ‫ت‬ ‫ي‬ ) ‫نئاد‬ ‫يصر‬‫د‬ ‫عم‬ ‫لوصألا‬ ‫باسح‬ ( ‫لجألا‬ ‫ليوط‬‫ة‬ ‫ن‬ ‫اونع‬ ‫ت‬ ‫حت‬ ‫ة‬ ‫ي‬ ‫م‬ ‫و‬ ‫مع‬ ‫ال‬ ‫ةين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫اه‬ ‫ن‬ ‫ع‬ ‫غال‬ ‫ب‬ ‫إلا‬ ‫مت‬ . ‫ت‬ ‫ا‬ ‫دع‬ ‫م‬ ‫ال‬ ‫و‬ ‫ع‬ ‫ن‬ ‫اصمال‬ ‫و‬ ‫ت‬ ‫اك‬ ‫ل‬ ‫ت‬ ‫م‬ ‫م‬ ‫ال‬ ‫يه‬ ‫ةيمومعال‬ ‫يمال‬‫ز‬‫ا‬‫ن‬‫ي‬‫ة‬ ‫ف‬ ‫ي‬ ‫لصألل‬ ‫ال‬ ‫د‬ ‫ف‬ ‫ت‬ ‫ر‬ ‫ي‬ ‫ة‬ ‫يقال‬‫م‬‫ة‬ . ‫م‬ ‫ك‬ ‫ار‬ ‫ت‬ ‫م‬ ‫ال‬ ‫ك‬ ‫ال‬ ‫ه‬ ‫ت‬ ‫سالاو‬ ‫ء‬ ‫ا‬ ‫رشال‬ ‫ر‬ ‫ع‬ ‫س‬ ‫ن‬ ‫ي‬ ‫ب‬ ‫قرفال‬ 2- Allowance for uncollectible , which is the contra- assets To accounts receivable. ACCOUNTS RECEIVABLE: Money owed by customers (individuals or corporations) to another entity in exchange for goods or services that have been delivered or used, but not yet paid for. Receivables usually come in the form of operating lines of credit and are usually due within a relatively short time period, ranging from a few days to a year. allowance for uncollectible A contra-asset account that records the portion of a company's receivables, which it expects may not be collected. The allowance for doubtful accounts is only an estimate of the amount of accounts receivable which are expected to not be paid. ‫ل‬ ‫و‬ ‫صأل‬ ‫ا‬ ‫وه‬ ‫و‬ ، ‫ل‬ ‫ي‬ ‫ص‬ ‫ح‬ ‫ت‬ ‫ل‬ ‫ل‬ ‫ة‬ ‫ل‬ ‫ب‬ ‫ا‬ ‫ق‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫صص‬ ‫خ‬ ‫م‬ -2 ، ‫ةيماظنال‬ . ‫ة‬ ‫ني‬ ‫دمال‬ ‫م‬ ‫مذلال‬ : ‫ة‬ ‫قح‬ ‫ت‬ ‫سمال‬ ‫ت‬ ‫ا‬ ‫ب‬ ‫اس‬ ‫حال‬ ‫و‬ ‫أ‬ ‫دار‬ ‫فأل‬ ‫ا‬ ( ‫ء‬ ‫ال‬ ‫م‬ ‫ع‬ ‫ال‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ن‬ ‫م‬ ‫ة‬ ‫قح‬ ‫ت‬ ‫سمال‬ ‫ال‬ ‫ومألا‬ ‫وأ‬ ‫ال‬ ‫س‬ ‫ل‬ ‫ع‬ ‫اقم‬‫ب‬‫ل‬ ‫ف‬ ‫ي‬ ‫رخآ‬ ‫يك‬‫ا‬‫ن‬ ‫ىإل‬ )‫تاكرشال‬ ‫مل‬ ‫ن‬ ‫ك‬ ‫ل‬ ‫و‬ ، ‫اه‬ ‫م‬ ‫ا‬ ‫دختس‬ ‫ا‬ ‫و‬ ‫أ‬ ‫اه‬ ‫م‬ ‫ي‬ ‫لست‬ ‫مت‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫امدخال‬ ‫ل‬ ‫ك‬ ‫ش‬ ‫ي‬ ‫ف‬ ‫ةدا‬ ‫ع‬ ‫م‬ ‫مذ‬ ‫ال‬ ‫ي‬ ‫ت‬ ‫أ‬ ‫ت‬ . ‫ل‬ ‫ة‬ ‫ق‬ ‫ي‬ ‫رط‬ ‫ن‬ ‫آلا‬ ‫ى‬ ‫ت‬ ‫ح‬ ‫ع‬ ‫ف‬ ‫دت‬ ‫ب‬ ‫س‬ ‫ب‬ ‫ب‬ ‫نوكت‬ ‫ام‬ ‫ةداعو‬ ‫ا‬‫ال‬‫ئ‬‫ت‬‫م‬‫ا‬‫ن‬ ‫ال‬ ‫ت‬ ‫ش‬ ‫غ‬ ‫ي‬ ‫ل‬ ‫طوطخ‬ ‫ن‬ ‫ي‬ ‫ب‬ ‫حوار‬ ‫ت‬ ‫ت‬ ، ‫ا‬ ‫يب‬ ‫سن‬ ‫ة‬ ‫ر‬ ‫ي‬ ‫ص‬ ‫ق‬ ‫ة‬ ‫ين‬ ‫م‬ ‫ز‬ ‫ة‬ ‫ر‬ ‫ت‬ ‫ف‬ ‫نو‬ ‫ضغ‬ . ‫ةن‬ ‫س‬ ‫ى‬ ‫إل‬ ‫ما‬ ‫ي‬ ‫أ‬ ‫ةعضب‬ ‫لي‬ ‫ص‬ ‫حت‬ ‫ل‬ ‫ل‬ ‫ةل‬ ‫ب‬ ‫ا‬ ‫ق‬ ‫ر‬ ‫ي‬ ‫غل‬ ‫ل‬ ‫دب‬ ‫ت‬ ‫ا‬ ‫قح‬ ‫ت‬ ‫سم‬ ‫ن‬ ‫م‬ ‫ءزج‬ ‫ل‬ ‫جسي‬ ‫ن‬ ‫أ‬ contra ‫ل‬ ‫ص‬ ‫أ‬ ‫ب‬ ‫اسح‬ ‫صصخم‬ . ‫اهعمج‬ ‫ي‬ ‫ت‬ ‫م‬ ‫ال‬ ‫دق‬ ‫هنأ‬ ‫ي‬ ‫ت‬ ‫و‬ ‫ق‬ ‫ع‬ ‫يذالو‬ ، ‫ةكرشال‬ ‫م‬ ‫ب‬ ‫ل‬ ‫غ‬ ‫ت‬ ‫ق‬ ‫د‬ ‫ي‬ ‫ر‬ ‫درجم‬ ‫وه‬ ‫يصحت‬ ‫ل‬‫ه‬ ‫ا‬ ‫ف‬ ‫ي‬ ‫كوكشمال‬ ‫نويدال‬ . ‫ع‬ ‫ف‬ ‫د‬ ‫ت‬ ‫ال‬ ‫ن‬ ‫أ‬ ‫ع‬ ‫ق‬ ‫وت‬ ‫م‬ ‫ال‬ ‫ن‬ ‫م‬ ‫يتال‬ ‫ة‬ ‫ني‬ ‫دمال‬ ‫م‬ ‫مذال‬ Developing the Financial Statements ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫مئ‬ ‫ا‬ ‫و‬ ‫ق‬ ‫ال‬ ‫ريو‬ ‫ط‬ ‫ت‬ • Once the transactions have been analyzed and recorded, the organization can develop the four financial statements: • Balance Sheet • Statement of Operations • Statement of Changes in Net Assets • Statement of Cash Flows ، ‫اهلي‬ ‫ج‬ ‫س‬ ‫ت‬ ‫و‬ ‫ت‬ ‫ال‬ ‫م‬ ‫اعم‬ ‫ال‬ ‫ل‬ ‫يلح‬ ‫ت‬ ‫مت‬ ‫د‬ ‫قو‬ ‫ة‬ ‫د‬ ‫ح‬ ‫ا‬ ‫و‬ ‫ةر‬ ‫م‬ • : ‫ة‬ ‫عب‬ ‫رأ‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫ت‬ ‫انا‬ ‫ي‬ ‫ب‬ ‫ال‬ ‫ع‬ ‫ضت‬ ‫نأ‬ ‫ة‬ ‫م‬ ‫ظ‬ ‫نم‬ ‫لل‬ ‫ن‬ ‫كمي‬ ‫و‬ ‫ن‬ ‫زا‬ ‫و‬ ‫ت‬ ‫ال‬ ‫ةقرو‬ • ‫ت‬ ‫ايل‬ ‫م‬ ‫ع‬ ‫ال‬ ‫نم‬ ‫ن‬ ‫اي‬ ‫ب‬ • ‫ل‬ ‫و‬ ‫ص‬ ‫أل‬ ‫ا‬ ‫يفاص‬ ‫ي‬ ‫ف‬ ‫ت‬ ‫ار‬ ‫يغت‬ ‫ال‬ ‫ن‬ ‫اي‬ ‫ب‬ • ‫ة‬ ‫يدق‬ ‫ن‬ ‫ال‬ ‫تاقف‬ ‫د‬ ‫ت‬ ‫ال‬ ‫ن‬ ‫اي‬ ‫ب‬ • Summary ‫صخلم‬ • One of the major roles of accounting is to record the transactions in a standardized format and report the results. • These transactions are the basis for the financial statements • Accrual accounting is used by health care organizations • Financial statements are a foundation for decision making in health care organizations ‫و‬ ‫ه‬ ‫ة‬ ‫ب‬ ‫سا‬ ‫ح‬ ‫م‬ ‫لل‬ ‫ة‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ئ‬ ‫رال‬ ‫راودأل‬ ‫ا‬ ‫نم‬ ‫د‬ ‫حاو‬ • ‫ر‬ ‫ي‬ ‫ر‬ ‫ق‬ ‫ت‬ ‫ميدق‬ ‫ت‬ ‫و‬ ، ‫د‬ ‫حوم‬ ‫ل‬ ‫ك‬ ‫ش‬ ‫ي‬ ‫ف‬ ‫ت‬ ‫ال‬ ‫ماعم‬ ‫ال‬ ‫ل‬ ‫ي‬ ‫جست‬ . ‫ج‬ ‫ئات‬ ‫ن‬ ‫نع‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫تا‬ ‫ن‬ ‫اي‬ ‫ب‬ ‫لل‬ ‫ساس‬ ‫أ‬ ‫يه‬ ‫ت‬ ‫ال‬ ‫م‬ ‫اعم‬ ‫ال‬ ‫هذ‬ ‫ه‬ • ‫نم‬ ‫قا‬ ‫ق‬ ‫ح‬ ‫ت‬ ‫سال‬ ‫ا‬ ‫ساس‬ ‫أ‬ ‫ىلع‬ ‫ة‬ ‫ب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫مدخ‬ ‫ت‬ ‫سي‬ • ‫ة‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫ت‬ ‫ا‬ ‫م‬ ‫ظ‬ ‫ن‬ ‫م‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫يف‬ ‫رارقال‬ ‫عن‬ ‫صل‬ ‫س‬ ‫اسأل‬ ‫ا‬ ‫يه‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫تانا‬ ‫ي‬ ‫ب‬ ‫ال‬ • ‫ة‬ ‫ي‬ ‫حصال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫تاسسؤم‬
Ch4 Financial Statement Analysis ‫ةي‬ ‫ال‬ ‫مال‬ ‫م‬ ‫ئ‬ ‫اوقال‬ ‫ل‬ ‫ي‬ ‫لحت‬ Learning Objectives • Analyze the financial statements of healthcare organizations using the horizontal analysis, vertical analysis and ratio analysis. • Calculate and interpret liquidity, profit, activity and capital structure ratios ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫ر‬ ‫ال‬ ‫ت‬ ‫اس‬ ‫س‬ ‫ؤم‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫مال‬ ‫م‬ ‫ئ‬ ‫اوقال‬ ‫ل‬ ‫ي‬ ‫لحت‬ ‫ل‬ ‫ي‬ ‫لح‬ ‫ت‬ ‫ال‬ ، ‫يق‬ ‫فألا‬ ‫ل‬ ‫ي‬ ‫ل‬ ‫حت‬ ‫ال‬ ‫مادخ‬ ‫ت‬ ‫ساب‬ ‫ة‬ ‫ي‬ ‫حصال‬ . ‫ة‬ ‫ب‬ ‫سن‬ ‫ل‬ ‫ي‬ ‫لحت‬ ‫و‬ ‫يسأرال‬ ‫ة‬ ‫يحب‬ ‫رالو‬ ‫ةلويس‬ ‫ال‬ ‫بسن‬ ‫ر‬ ‫ي‬ ‫سف‬ ‫ت‬ ‫و‬ ‫ب‬ ‫اسح‬ ‫ال‬ ‫م‬ ‫ال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫لك‬ ‫ي‬ ‫ه‬ ‫و‬ ‫ط‬ ‫اشن‬ ‫الو‬ Tools of Analysis ‫لي‬ ‫لحت‬ ‫ال‬ ‫تاودأ‬ Horizontal Analysis ‫ي‬ ‫قفأ‬ ‫ل‬ ‫ي‬ ‫لحت‬ • Looks at the percentage change in a line item from one year to the next • Goal : What is the percentage change in a line item from one year to the next year ? • An issue with horizontal analysis is that small percentage changes can hide major dollar effects • Another issue is that large percentage changes from year to year may be relatively inconsequential in terms of dollar amounts ‫ة‬ ‫ن‬ ‫س‬ ‫نم‬ ‫د‬ ‫ن‬ ‫ب‬ ‫ي‬ ‫ف‬ ‫ري‬ ‫غت‬ ‫ل‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫وئ‬ ‫م‬ ‫ال‬ ‫ة‬ ‫ب‬ ‫س‬ ‫نال‬ ‫ي‬ ‫ف‬ ‫و‬ ‫د‬ ‫ب‬ ‫ي‬ • ‫ى‬ ‫رخأ‬ ‫ىإل‬ ‫ةدحاو‬ ‫د‬ ‫ن‬ ‫ب‬ ‫ي‬ ‫ف‬ ‫ري‬ ‫غت‬ ‫ل‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫وئ‬ ‫م‬ ‫ال‬ ‫ة‬ ‫ب‬ ‫س‬ ‫نال‬ ‫ي‬ ‫ه‬ ‫ا‬ ‫م‬ : ‫ف‬ ‫دهال‬ • ‫؟‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫م‬ ‫ال‬ ‫ما‬ ‫ع‬ ‫ال‬ ‫ىإل‬ ‫ة‬ ‫دحا‬ ‫و‬ ‫ة‬ ‫ن‬ ‫س‬ ‫نم‬ ‫ن‬ ‫أ‬ ‫و‬ ‫ه‬ ‫ي‬ ‫ق‬ ‫فأل‬ ‫ا‬ ‫ل‬ ‫ي‬ ‫لحت‬ ‫ال‬ ‫ع‬ ‫م‬ ‫ةألسم‬ ‫ةمث‬ • ‫را‬ ‫ث‬ ‫آ‬ ‫يف‬ ‫خ‬ ‫ي‬ ‫ن‬ ‫أ‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ ‫ةريغ‬ ‫ص‬ ‫ة‬ ‫ب‬ ‫سن‬ ‫تار‬ ‫يي‬ ‫غ‬ ‫ت‬ ‫ال‬ ‫ى‬ ‫ر‬ ‫ب‬ ‫ك‬ ‫ال‬ ‫رالودال‬ ‫ة‬ ‫ب‬ ‫سن‬ ‫ت‬ ‫ار‬ ‫ي‬ ‫غ‬ ‫ت‬ ‫ال‬ ‫ن‬ ‫أ‬ ‫ي‬ ‫ه‬ ‫ىرخأ‬ ‫ة‬ ‫ألس‬ ‫م‬ ‫ةمث‬ • ‫يق‬ ‫ط‬ ‫ن‬ ‫م‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫نوك‬ ‫ي‬ ‫د‬ ‫ق‬ ‫رخآل‬ ‫ماع‬ ‫ن‬ ‫م‬ ‫ةر‬ ‫يب‬ ‫ك‬ ‫ةي‬ ‫رالودال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ ‫ث‬ ‫ي‬ ‫ح‬ ‫نم‬ ‫ا‬ ‫يب‬ ‫سن‬ Trend Analysis ‫ه‬ ‫اجتال‬ ‫ا‬ ‫ل‬ ‫ي‬ ‫لحت‬ Compares changes over a longer period of time by comparing each year with a base year ‫ن‬ ‫م‬ ‫ل‬ ‫وط‬ ‫أ‬ ‫ةر‬ ‫ت‬ ‫ف‬ ‫ى‬ ‫د‬ ‫م‬ ‫ى‬ ‫لع‬ ‫تار‬ ‫ي‬ ‫غ‬ ‫ت‬ ‫ال‬ ‫ن‬ ‫راقي‬ ‫س‬ ‫ا‬ ‫سألا‬ ‫ة‬ ‫ن‬ ‫س‬ ‫ع‬ ‫م‬ ‫ة‬ ‫ن‬ ‫س‬ ‫ل‬ ‫ك‬ ‫ةنرا‬ ‫ق‬ ‫مب‬ ‫ن‬ ‫مز‬ ‫ال‬ Trend Analysis = [ Any Subsequent year – Base year ]× 100 Baseyear Vertical (Common-Size) Analysis ‫لي‬ ‫لح‬ ‫ت‬ ) ‫م‬ ‫جح‬ ‫ال‬ ‫ك‬ ‫ر‬ ‫ت‬ ‫شمال‬ ( ‫ي‬ ‫دومع‬ • Purpose is to answer the general question, What percentage of one line item is another line item? • Vertical analysis is useful for analyzing the balance sheet. • Called common size because it converts every line item to a percentage, thus allowing comparisons between the financial accounts of the organizations of different sizes. • ‫الؤسال‬ ‫لع‬‫ى‬ ‫ةباجإلا‬ ‫وه‬ ‫لذ‬‫ك‬ ‫نم‬ ‫ضرغال‬ • ‫و‬ ‫ه‬ ‫دحا‬ ‫و‬ ‫د‬ ‫ن‬ ‫ب‬ ‫ن‬ ‫م‬ ‫ةيو‬ ‫ئ‬ ‫م‬ ‫ال‬ ‫ة‬ ‫ب‬ ‫س‬ ‫نال‬ ‫ي‬ ‫ه‬ ‫ا‬ ‫م‬ ، ‫ما‬ ‫ع‬ ‫ال‬ ‫؟ر‬ ‫خآ‬ ‫د‬ ‫ن‬ ‫ب‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ل‬ ‫ي‬ ‫لحتل‬ ‫د‬ ‫ي‬ ‫فم‬ ‫ي‬ ‫دوم‬ ‫ع‬ ‫ل‬ ‫ي‬ ‫لحت‬ • .‫ةيمومعال‬ ‫ىل‬ ‫ع‬ ‫د‬ ‫ن‬ ‫ب‬ ‫لك‬ ‫ل‬ ‫و‬ ‫ح‬ ‫ي‬ ‫ه‬ ‫ن‬ ‫أل‬ ‫ك‬ ‫ر‬ ‫ت‬ ‫شم‬ ‫مجح‬ ‫ا‬ ‫ع‬ ‫د‬ • ‫ت‬ ‫ا‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫ال‬ ‫ن‬ ‫ي‬ ‫ب‬ ‫ت‬ ‫ا‬ ‫ن‬ ‫راقم‬ ‫ح‬ ‫مسي‬ ‫ام‬ ‫م‬ ، ‫ة‬ ‫ي‬ ‫وئ‬ ‫م‬ ‫ة‬ ‫ب‬ ‫سن‬ . ‫م‬ ‫ا‬ ‫جحألا‬ ‫فل‬ ‫ت‬ ‫خم‬ ‫ن‬ ‫م‬ ‫تام‬ ‫ظ‬ ‫ن‬ ‫م‬ ‫ل‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ Common-Size Statements ‫م‬ ‫جح‬ ‫ال‬ ‫ةكر‬ ‫ت‬ ‫شمال‬ ‫تانا‬ ‫يب‬ ‫ال‬ Calculate Common-Size Percent Common-size = Analysis amount × 100 percent Base amount 1
2 Ch4 Ratio Analysis ‫ي‬ ‫ب‬ ‫س‬ ‫نال‬ ‫ل‬ ‫ي‬ ‫لحت‬ ‫ال‬ • Preferred approach for gaining an in depth understanding of financial statements. • Ratio expresses the relationship between 2 numbers as a single number. This provides an indication of the organization’s ability to cover current obligations with current assets (ability to pay short term debt) • Once calculated, these ratios are generally compared to some meaningful benchmark (historical, industry, etc..) ‫ت‬ ‫ا‬ ‫ن‬ ‫ا‬ ‫ي‬ ‫ب‬ ‫ل‬ ‫ل‬ ‫قم‬ ‫عت‬ ‫م‬ ‫مه‬ ‫ف‬ ‫ب‬ ‫است‬ ‫كال‬ ‫ج‬ ‫ه‬ ‫ن‬ ‫ال‬ ‫ل‬ ‫ضفي‬ . ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫مقرك‬ ‫ماقرألا‬ 2 ‫ب‬ ‫ي‬ ‫ن‬ ‫ةقالعال‬ ‫نع‬ ‫ت‬ ‫ع‬ ‫ب‬ ‫ر‬ ‫ن‬ ‫س‬ ‫ب‬ ‫ة‬ ‫ةسسؤمال‬ ‫ةردق‬ ‫لع‬‫ى‬ ‫ارشؤم‬ ‫ي‬ ‫و‬ ‫ف‬ ‫ر‬ ‫اذهو‬ . ‫دحاو‬ ‫ل‬ ‫و‬ ‫صأل‬ ‫ا‬ ‫ع‬ ‫م‬ ‫ة‬ ‫ي‬ ‫الحال‬ ‫ت‬ ‫ام‬ ‫از‬ ‫ت‬ ‫لال‬ ‫ا‬ ‫ة‬ ‫ي‬ ‫طغت‬ ‫ىلع‬ ‫ةريص‬ ‫ق‬ ‫نويدال‬ ‫ع‬ ‫فد‬ ‫ىل‬ ‫ع‬ ‫ة‬ ‫ر‬ ‫دقال‬ ( ‫ة‬ ‫ي‬ ‫الحال‬ ) ‫ل‬ ‫جألا‬ ‫بس‬ ‫نال‬ ‫هذ‬ ‫ه‬ ‫ة‬ ‫ن‬ ‫راقم‬ ‫م‬ ‫ت‬ ‫ت‬ ، ‫ة‬ ‫ب‬ ‫و‬ ‫سحم‬ ‫ةد‬ ‫ح‬ ‫ا‬ ‫و‬ ‫ة‬ ‫رم‬ ‫ىزغم‬ ‫ت‬ ‫ا‬ ‫ذ‬ ‫ر‬ ‫يي‬ ‫اع‬ ‫م‬ ‫ض‬ ‫ع‬ ‫ب‬ ‫ىإل‬ ‫ما‬ ‫ع‬ ‫لكشب‬ ).. ‫خ‬ ‫ال‬ ، ‫ة‬ ‫عا‬ ‫ن‬ ‫صال‬ ‫و‬ ، ‫ة‬ ‫ي‬ ‫خيرا‬ ‫ت‬ ‫ال‬ ( Categories of Ratios ‫ب‬ ‫سن‬ ‫ت‬ ‫ا‬ ‫ئ‬ ‫ف‬ • Liquidity-How well is the organization positioned to meet its short-term obligations? • Profitability-How profitable is the organization? • Activity- How efficiently is the organization using its assets to produce revenues? • Capital structure- How are the organization’s assets financed and ability to take on new debt? ‫لع‬‫ى‬ ‫ةزكرمتمال‬ ‫ت‬ ‫ن‬ ‫ظ‬ ‫ي‬ ‫م‬ ‫ي‬ ‫ت‬ ‫م‬ ‫ك‬ ‫ي‬ ‫ف‬ ‫اديج‬ ‫يسال‬‫و‬‫ل‬‫ة‬ ‫؟‬ ‫ل‬ ‫ج‬ ‫ألا‬ ‫ةر‬ ‫ي‬ ‫ص‬ ‫ق‬ ‫اه‬ ‫ت‬ ‫ام‬ ‫از‬ ‫ت‬ ‫الب‬ ‫ءاف‬ ‫وال‬ ‫؟‬ ‫ة‬ ‫م‬ ‫ظ‬ ‫ن‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ه‬ ‫ةحبرم‬ ‫ف‬ ‫ي‬ ‫ك‬ - ‫ة‬ ‫ي‬ ‫حبر‬ ‫مادخ‬ ‫ت‬ ‫س‬ ‫ا‬ ‫ب‬ ‫ةمظن‬ ‫م‬ ‫ال‬ ‫و‬ ‫ةءاف‬ ‫ك‬ ‫ى‬ ‫د‬ ‫م‬ ‫ى‬ ‫لع‬ ‫ط‬ ‫اشن‬ ‫؟‬ ‫د‬ ‫ئ‬ ‫او‬ ‫ع‬ ‫د‬ ‫ي‬ ‫لوتل‬ ‫اه‬ ‫لوصأ‬ ‫ةمظن‬ ‫م‬ ‫ال‬ ‫ل‬ ‫و‬ ‫ص‬ ‫أ‬ ‫م‬ ‫ت‬ ‫ي‬ ‫ف‬ ‫ي‬ ‫ك‬ ‫لك‬ ‫ي‬ ‫ه‬ ‫ال‬ ‫ب‬ ‫ةمصا‬ ‫ع‬ ‫ال‬ ‫؟ةديدجال‬ ‫نويدال‬ ‫لمحت‬ ‫لع‬‫ى‬ ‫ةردقالو‬ ‫ب‬ ‫ت‬ ‫م‬ ‫و‬ ‫ي‬ ‫ل‬ Liquidity Ratios There are 6 liquidity ratios: • Current Ratio-proportion of all current assets to all current liabilities. • Quick Ratio-used in industries in which net accounts receivable is relatively liquid (not usually used in health care organizations) • Acid Test Ratio-most stringent test of liquidity How much cash is available to pay off all current liabilities? • Days in Accounts Receivable ratio-How quickly a hospital is converting its receivables into cash. • Days Cash on Hand ratio-number of days worth of expenses an organization can cover with its most liquid assets. • Average Payment Period-How long on average it takes an organization to pay its bills. : ‫ة‬ ‫لويسال‬ ‫ب‬ ‫سن‬ 6 ‫كا‬ ‫ن‬ ‫ه‬ ‫ة‬ ‫ي‬ ‫الحال‬ ‫ل‬ ‫و‬ ‫صأل‬ ‫ا‬ ‫ع‬ ‫ي‬ ‫مج‬ ‫ل‬ ‫ة‬ ‫ب‬ ‫سن‬ - ‫ة‬ ‫ي‬ ‫راجال‬ ‫ة‬ ‫ب‬ ‫س‬ ‫ن‬ ‫ال‬ • . ‫ة‬ ‫ل‬ ‫وادت‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ب‬ ‫ول‬ ‫ط‬ ‫م‬ ‫ال‬ ‫عي‬ ‫مجل‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ع‬ ‫ا‬ ‫ن‬ ‫صال‬ ‫ي‬ ‫ف‬ ‫ع‬ ‫ي‬ ‫رس‬ ‫ال‬ ‫ةمدخ‬ ‫ت‬ ‫سمال‬ ‫ة‬ ‫ب‬ ‫س‬ ‫ن‬ • ‫(ال‬ ‫ا‬ ‫يب‬ ‫سن‬ ‫ل‬ ‫ئ‬ ‫اسال‬ ‫ق‬ ‫حت‬ ‫سمال‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫ص‬ ‫ت‬ ‫ا‬ ‫ب‬ ‫اسح‬ ) ‫ةي‬ ‫حصال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫ر‬ ‫ال‬ ‫ت‬ ‫اس‬ ‫س‬ ‫ؤ‬ ‫م‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫دا‬ ‫ع‬ ‫مدخ‬ ‫ت‬ ‫ست‬ ‫را‬ ‫بت‬ ‫خا‬ ‫ة‬ ‫م‬ ‫ار‬ ‫ص‬ ‫ر‬ ‫ث‬ ‫كأ‬ ‫ة‬ ‫ب‬ ‫سن‬ ‫ب‬ ‫ر‬ ‫اج‬ ‫ت‬ ‫ض‬ ‫مح‬ • ‫ةحات‬ ‫م‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫ن‬ ‫م‬ ‫ر‬ ‫يث‬ ‫ك‬ ‫ال‬ ‫و‬ ‫ه‬ ‫ف‬ ‫ي‬ ‫ك‬ ‫ةلو‬ ‫ي‬ ‫سال‬ ‫؟‬ ‫ة‬ ‫ي‬ ‫الحال‬ ‫ت‬ ‫ام‬ ‫از‬ ‫ت‬ ‫لال‬ ‫ا‬ ‫عي‬ ‫م‬ ‫ج‬ ‫دادسل‬ ‫ف‬ ‫ي‬ ‫ك‬ ‫ةب‬ ‫سن‬ ‫ت‬ ‫اض‬ ‫وب‬ ‫ق‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫ي‬ ‫ف‬ ‫ما‬ ‫ي‬ ‫أ‬ • . ‫دق‬ ‫ن‬ ‫ىإل‬ ‫ه‬ ‫ت‬ ‫اقح‬ ‫ت‬ ‫سم‬ ‫ل‬ ‫ي‬ ‫و‬ ‫ح‬ ‫ت‬ ‫و‬ ‫ه‬ ‫ى‬ ‫ف‬ ‫ش‬ ‫ت‬ ‫سم‬ ‫ة‬ ‫ع‬ ‫رسب‬ ‫ةم‬ ‫ي‬ ‫قب‬ ‫ما‬ ‫ي‬ ‫أل‬ ‫ا‬ ‫دد‬ ‫ع‬ ‫ة‬ ‫ب‬ ‫سن‬ ‫ق‬ ‫ودنصال‬ ‫ي‬ ‫ف‬ ‫دق‬ ‫ن‬ ‫ما‬ ‫ي‬ ‫أ‬ • ‫ا‬‫أل‬‫ثك‬‫ر‬ ‫اهلوصأ‬ ‫يطغت‬‫ة‬ ‫عم‬ ‫ةمظنملل‬ ‫نكمي‬ ‫ن‬ ‫ف‬ ‫ق‬ ‫ا‬ ‫ت‬ .‫س‬‫ي‬‫و‬‫ل‬‫ة‬ ‫طسو‬ ‫ت‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫ل‬ ‫ي‬ ‫و‬ ‫ط‬ ‫ع‬ ‫ف‬ ‫دال‬ ‫ف‬ ‫ي‬ ‫ك‬ ‫ةر‬ ‫ت‬ ‫ف‬ ‫طسو‬ ‫ت‬ ‫م‬ • . ‫ا‬ ‫ه‬ ‫ر‬ ‫يت‬ ‫اوف‬ ‫ع‬ ‫ف‬ ‫د‬ ‫ل‬ ‫ةمظنم‬ ‫قرغ‬ ‫ت‬ ‫سي‬ Revenues, Expenses and Profitability Ratios ‫ةي‬ ‫ح‬ ‫ب‬ ‫رال‬ ‫بس‬ ‫ن‬ ‫و‬ ‫ت‬ ‫اف‬ ‫و‬ ‫ر‬ ‫ص‬ ‫م‬ ‫ال‬ ‫و‬ ‫ت‬ ‫ادار‬ ‫ي‬ ‫إلا‬ • Most common are: Operating revenue per adjusted discharge- measures total operating revenues generated from the patient care line of business based on its adjusted inpatient discharges. a the value of Adjusted discharge will be given in the question. Operating Expense per Adjusted Discharge- measures total operating expenses incurred for providing its patient care services based on its adjusted inpatient discharges. Return on Total Assets-measures how much profit is earned for each dollar invested in assets Salary and Benefit Expense as a Percentage of Total Operating Expenses-measures the total operating expenses that are c to labor costs : ‫ي‬ ‫ه‬ ‫ا‬ ‫ع‬ ‫وي‬ ‫ش‬ ‫ر‬ ‫ث‬ ‫كأل‬ ‫ا‬ ‫ال‬ ‫ت‬ ‫ف‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ال‬ ‫ت‬ ‫د‬ ‫ا‬ ‫ب‬ ‫ي‬ ‫ر‬ ‫لكل‬ ‫ال‬ ‫ت‬ ‫ش‬ ‫غ‬ ‫ي‬ ‫ل‬ ‫ي‬ ‫ة‬ ‫ا‬ ‫إل‬ ‫ي‬ ‫ر‬ ‫ا‬ ‫د‬ ‫ا‬ ‫ت‬ - ‫ن‬ ‫م‬ ‫ةيل‬ ‫ي‬ ‫غش‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫دار‬ ‫ي‬ ‫إلا‬ ‫يالمج‬ ‫إ‬ ‫ت‬ ‫د‬ ‫ل‬ ‫ل‬ ‫ي‬ ‫دعت‬ ‫ة‬ ‫ي‬ ‫راج‬ ‫ت‬ ‫ال‬ ‫ال‬ ‫مع‬ ‫ألا‬ ‫ن‬ ‫م‬ ‫ىضرمال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫ر‬ ‫طخ‬ ‫ىف‬ ‫شت‬ ‫سمال‬ ‫ل‬ ‫خ‬ ‫ا‬ ‫د‬ ‫ف‬ ‫ي‬ ‫رصت‬ ‫ال‬ ‫ىل‬ ‫ع‬ ‫ةم‬ ‫ئ‬ ‫اقال‬ . ‫هل‬ ‫ةلد‬ ‫ع‬ ‫م‬ ‫ال‬ . ‫ال‬ ‫ؤ‬ ‫س‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ل‬ ‫دع‬ ‫م‬ ‫ال‬ ‫غي‬ ‫رف‬ ‫ت‬ ‫ال‬ ‫ةم‬ ‫ي‬ ‫ق‬ ‫ءاط‬ ‫ع‬ ‫إ‬ ‫م‬ ‫تي‬ ‫سو‬ ‫غ‬ ‫ي‬ ‫رف‬ ‫ت‬ ‫ال‬ ‫ر‬ ‫يب‬ ‫ادت‬ ‫ل‬ ‫دع‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ل‬ ‫ي‬ ‫غش‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫اق‬ ‫ف‬ ‫ن‬ - ‫لع‬‫ى‬ ‫تمال‬ ‫ر‬‫ت‬ ‫ب‬ ‫ة‬ ‫ال‬ ‫ت‬ ‫ش‬ ‫غ‬ ‫ي‬ ‫ل‬ ‫ي‬ ‫ة‬ ‫ال‬ ‫م‬ ‫ص‬ ‫ر‬ ‫و‬ ‫ف‬ ‫ا‬ ‫ت‬ ‫يالمجإ‬ ‫ىل‬ ‫ع‬ ‫م‬ ‫وقت‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ىضرمال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫ر‬ ‫ت‬ ‫امد‬ ‫خ‬ ‫ريفوت‬ . ‫هل‬ ‫ة‬ ‫لد‬ ‫ع‬ ‫م‬ ‫ال‬ ‫نيي‬ ‫لخ‬ ‫ا‬ ‫دال‬ ‫ىضرمل‬ ‫ل‬ ‫ف‬ ‫ي‬ ‫رصت‬ ‫ك‬ ‫ي‬ ‫ف‬ ‫ي‬ ‫ة‬ ‫ت‬ ‫د‬ ‫ا‬ ‫ب‬ ‫ي‬ ‫ر‬ ‫لوصألا‬ ‫يالمجإ‬ ‫لع‬‫ى‬ ‫دئاعال‬ - ‫رال‬ ‫و‬ ‫د‬ ‫لك‬ ‫لبا‬ ‫قم‬ ‫ح‬ ‫ب‬ ‫رال‬ ‫ن‬ ‫م‬ ‫ر‬ ‫يث‬ ‫ك‬ ‫ال‬ ‫بسك‬ ‫لو‬ ‫صأل‬ ‫ا‬ ‫ي‬ ‫ف‬ ‫رم‬ ‫ث‬ ‫ت‬ ‫سي‬ ‫ة‬ ‫ب‬ ‫س‬ ‫ن‬ ‫ك‬ ‫ت‬ ‫اف‬ ‫و‬ ‫رصمال‬ ‫ع‬ ‫ف‬ ‫ا‬ ‫ن‬ ‫م‬ ‫ال‬ ‫مساق‬ ‫ت‬ ‫و‬ ‫ب‬ ‫ت‬ ‫ارال‬ - ‫ة‬ ‫ي‬ ‫ل‬ ‫ي‬ ‫غ‬ ‫ش‬ ‫تال‬ ‫ت‬ ‫اف‬ ‫و‬ ‫رصمال‬ ‫يالم‬ ‫جإ‬ ‫نم‬ ‫ة‬ ‫ي‬ ‫وئم‬ ‫ج‬ ‫ي‬ ‫ه‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ي‬ ‫غش‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫اق‬ ‫فن‬ ‫ال‬ ‫عومجم‬ ‫ر‬ ‫يب‬ ‫ادت‬
3 Ch4 Operating Margins-measures profits earned from the organizations main line of business Nonoperating Revenue Ratio-find out how dependent the organization is on patient-related net income Return on Net Assets-measures the rate of return for each dollar in net assets ‫ةال‬ ‫م‬ ‫ع‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ل‬ ‫ن‬ ‫م‬ ‫حا‬ ‫ب‬ ‫رألا‬ ‫ر‬ ‫يب‬ ‫ادت‬ ‫شم‬ ‫او‬ ‫ه‬ ‫ل‬ ‫ي‬ ‫غش‬ ‫ت‬ ‫ال‬ ‫ل‬ ‫ص‬ ‫ح‬ - ‫ل‬ ‫م‬ ‫ع‬ ‫ل‬ ‫ل‬ ‫يس‬ ‫يئ‬ ‫رال‬ ‫ط‬ ‫خ‬ ‫ال‬ ‫ت‬ ‫ام‬ ‫ظ‬ ‫ن‬ ‫م‬ ‫ال‬ ‫تادار‬ ‫ي‬ ‫إلا‬ Nonoperating ‫ةفرع‬ ‫م‬ - ‫ة‬ ‫ب‬ ‫س‬ ‫ن‬ - ‫لخ‬ ‫د‬ ‫ال‬ ‫يف‬ ‫ا‬ ‫ص‬ ‫ىل‬ ‫ع‬ ‫ةمظن‬ ‫م‬ ‫ال‬ ‫دام‬ ‫ت‬ ‫ع‬ ‫ا‬ ‫ىدم‬ ‫ض‬ ‫ي‬ ‫رم‬ ‫ال‬ ‫ةقل‬ ‫عت‬ ‫م‬ ‫ال‬ ‫ل‬ ‫دع‬ ‫م‬ ‫ر‬ ‫يب‬ ‫ادت‬ ‫ل‬ ‫و‬ ‫صأل‬ ‫ا‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫ص‬ ‫ىل‬ ‫ع‬ ‫د‬ ‫ئ‬ ‫اع‬ ‫ال‬ - ‫ل‬ ‫و‬ ‫صأل‬ ‫ا‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫ص‬ ‫ي‬ ‫ف‬ ‫رالود‬ ‫ل‬ ‫ك‬ ‫ى‬ ‫لع‬ ‫د‬ ‫ئ‬ ‫اع‬ ‫ال‬ Activity Ratios ‫ط‬ ‫اشنال‬ ‫بسن‬ • May be called Efficiency Ratios • Ask the question “For each dollar invested in assets, how many dollars of revenue are being generated”? • The higher the ratio, the more efficiently the assets are being generated • Total Asset Turnover Ratio • Fixed Asset Turnover Ratio • Age of Plant Ratio ‫ةءاف‬ ‫ك‬ ‫ال‬ ‫بسن‬ ‫ىم‬ ‫سي‬ ‫ن‬ ‫أ‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ ‫ي‬ ‫ف‬ ‫رم‬ ‫ثت‬ ‫سي‬ ‫رالود‬ ‫ل‬ ‫ك‬ ‫ل‬ " ‫الؤ‬ ‫س‬ ‫ال‬ ‫حر‬ ‫ط‬ ‫ن‬ ‫م‬ ‫ت‬ ‫ي‬ ‫تاد‬ ‫ئ‬ ‫ا‬ ‫ع‬ ‫ن‬ ‫م‬ ‫ت‬ ‫ا‬ ‫رالودال‬ ‫نم‬ ‫مك‬ ، ‫ل‬ ‫و‬ ‫صألا‬ ‫"؟‬ ‫ءاش‬ ‫ن‬ ‫إ‬ ‫ن‬ ‫آلا‬ ‫أ‬‫ك‬‫ث‬‫ر‬ ‫لوصأ‬ ‫اشنإ‬‫ء‬ ‫يالح‬‫ا‬ ‫يرجيو‬ ، ‫ن‬ ‫بس‬ ‫ة‬ ‫ىلعأو‬ ‫افك‬‫ء‬‫ة‬ ‫ل‬ ‫و‬ ‫ص‬ ‫ألا‬ ‫ن‬ ‫ارود‬ ‫ة‬ ‫ب‬ ‫سن‬ ‫عومجم‬ • ‫لو‬ ‫اد‬ ‫ت‬ ‫ال‬ ‫ةم‬ ‫ي‬ ‫ق‬ ‫ة‬ ‫ب‬ ‫سن‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ل‬ ‫و‬ ‫صأل‬ ‫ا‬ • ‫ت‬ ‫ا‬ ‫بن‬ ‫ال‬ ‫ة‬ ‫ب‬ ‫سن‬ ‫ن‬ ‫م‬ ‫ر‬ ‫م‬ ‫ع‬ ‫ال‬ • Capital Structure Ratios ‫ال‬ ‫مال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫لك‬ ‫ي‬ ‫ه‬ ‫بسن‬ Capital structure ratios answer two questions: • How are an organizations assets financed? • How able is this organization to take on new debt? Answers to these questions can be gained by • Examining the statement of cash flows to determine if significant long term debt has been acquired or paid off OR if there has been a sale or purchase of fixed assets. There are 4 ratios to be discussed: • Long term debt to net assets-measures the proportion of debt to net assets • Net assets to total assets-reflects the proportion of total assets financed by equity • Times Interest Earned-enables creditors and lenders to evaluate a hospitals ability to generate the earnings necessary to meet interest expense requirements. • Debt service Coverage-measures the ability to repay a loan. : ‫ن‬ ‫ي‬ ‫الؤس‬ ‫ىل‬ ‫ع‬ ‫ة‬ ‫ب‬ ‫اجإل‬ ‫ا‬ ‫ال‬ ‫مال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫لك‬ ‫ي‬ ‫ه‬ ‫بسن‬ ‫؟‬ ‫ت‬ ‫ا‬ ‫مظن‬ ‫م‬ ‫ال‬ ‫ل‬ ‫و‬ ‫ص‬ ‫ألا‬ ‫ن‬ ‫م‬ ‫ل‬ ‫ومت‬ ‫ف‬ ‫ي‬ ‫ك‬ ‫ىل‬ ‫ع‬ ‫ذخأ‬ ‫ت‬ ‫ن‬ ‫أ‬ ‫ةمظن‬ ‫م‬ ‫ال‬ ‫هذ‬ ‫ه‬ ‫ي‬ ‫ه‬ ‫ن‬ ‫ك‬ ‫مت‬ ‫ي‬ ‫ف‬ ‫ي‬ ‫ك‬ ‫؟ديدجال‬ ‫ني‬ ‫دال‬ ‫ب‬ ‫است‬ ‫كا‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ ‫ةل‬ ‫ئ‬ ‫سأل‬ ‫ا‬ ‫هذ‬ ‫ه‬ ‫ىل‬ ‫ع‬ ‫ة‬ ‫ب‬ ‫و‬ ‫جألا‬ ‫ناك‬ ‫اذإ‬ ‫ام‬ ‫ل‬ ‫ت‬ ‫ح‬ ‫د‬ ‫ي‬ ‫د‬ ‫نال‬‫ق‬‫د‬‫ي‬‫ة‬ ‫ال‬ ‫ت‬ ‫د‬ ‫ف‬ ‫ق‬ ‫ا‬ ‫ت‬ ‫ب‬ ‫ي‬ ‫ا‬ ‫ن‬ ‫ةسارد‬ ‫ل‬ ‫و‬ ‫ص‬ ‫ح‬ ‫ال‬ ‫مت‬ ‫د‬ ‫ق‬ ‫ل‬ ‫ي‬ ‫و‬ ‫ط‬ ‫ال‬ ‫ىدمال‬ ‫ىل‬ ‫ع‬ ‫ار‬ ‫يب‬ ‫ك‬ ‫ني‬ ‫دال‬ ‫ءارش‬ ‫وأ‬ ‫ع‬ ‫ي‬ ‫ب‬ ‫كا‬ ‫ن‬ ‫ه‬ ‫نا‬ ‫ك‬ ‫اذ‬ ‫إ‬ ‫و‬ ‫أ‬ ‫ددس‬ ‫ي‬ ‫و‬ ‫أ‬ ‫اه‬ ‫ي‬ ‫لع‬ . ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ل‬ ‫و‬ ‫صألا‬ : ‫اه‬ ‫ت‬ ‫شق‬ ‫ا‬ ‫ن‬ ‫م‬ ‫م‬ ‫تي‬ ‫س‬ ‫يتال‬ ‫بس‬ ‫ن‬ ‫ال‬ 4 ‫كا‬ ‫ن‬ ‫ه‬ ‫ل‬ ‫و‬ ‫ص‬ ‫ألا‬ ‫يف‬ ‫ا‬ ‫ص‬ ‫ل‬ ‫ل‬ ‫ج‬ ‫ألا‬ ‫ةل‬ ‫ي‬ ‫و‬ ‫ط‬ ‫نويدال‬ • ‫ل‬ ‫و‬ ‫صأل‬ ‫ا‬ ‫يفا‬ ‫ص‬ ‫ىإل‬ ‫ن‬ ‫ويدال‬ ‫ة‬ ‫ب‬ ‫سن‬ ‫ر‬ ‫يب‬ ‫اد‬ ‫ت‬ ‫ال‬ ‫ل‬ ‫و‬ ‫صأل‬ ‫ا‬ ‫يال‬ ‫م‬ ‫جإ‬ ‫ىإل‬ ‫ت‬ ‫ا‬ ‫دو‬ ‫ج‬ ‫و‬ ‫م‬ ‫ال‬ ‫يفا‬ ‫ص‬ • ‫ن‬ ‫م‬ ‫ة‬ ‫لوم‬ ‫مال‬ ‫ل‬ ‫و‬ ‫ص‬ ‫ألا‬ ‫يالمج‬ ‫إ‬ ‫ة‬ ‫ب‬ ‫سن‬ ‫سك‬ ‫ع‬ ‫ي‬ ‫ن‬ ‫ي‬ ‫م‬ ‫ه‬ ‫اسمال‬ ‫ق‬ ‫وقح‬ ‫ن‬ ‫ين‬ ‫ئ‬ ‫ادال‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ت‬ ، ‫ة‬ ‫ب‬ ‫س‬ ‫ت‬ ‫ك‬ ‫م‬ ‫ال‬ ‫ةد‬ ‫ئ‬ ‫افال‬ ‫ز‬ ‫م‬ ‫ي‬ ‫ا‬ ‫ت‬ • ‫د‬ ‫ي‬ ‫لو‬ ‫ت‬ ‫ى‬ ‫لع‬ ‫ت‬ ‫ا‬ ‫ي‬ ‫فش‬ ‫ت‬ ‫سمال‬ ‫ةرد‬ ‫ق‬ ‫م‬ ‫يي‬ ‫ق‬ ‫ت‬ ‫ل‬ ‫ني‬ ‫ضرقمال‬ ‫و‬ ‫ت‬ ‫ا‬ ‫ف‬ ‫ور‬ ‫ص‬ ‫م‬ ‫ت‬ ‫ا‬ ‫ب‬ ‫لط‬ ‫ت‬ ‫م‬ ‫ةي‬ ‫ب‬ ‫ل‬ ‫ت‬ ‫ل‬ ‫ةمزال‬ ‫ال‬ ‫حا‬ ‫ب‬ ‫رألا‬ .‫ال‬‫اوف‬‫ئ‬‫د‬ ‫دادس‬ ‫لع‬‫ى‬ ‫ةردقال‬ ‫ت‬ ‫د‬ ‫ا‬ ‫ب‬ ‫ي‬ ‫ر‬ ‫تال‬‫غ‬‫يط‬‫ة‬ ‫يدال‬‫ن‬ ‫ةمدخ‬ • .‫ضرقال‬ Summary • Three ways have been presented to analyze financial statements. • Horizontal analysis which examines year to year changes in line items of financial statements. • Vertical analysis which compares one line item with another line item for the same time period. • Ratio analysis which examines the ratio of one line item to another. • Ratio analysis is the preferred approach for detailed analysis of financial statements of healthcare organizations . ‫ة‬ ‫ي‬ ‫الم‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ناي‬ ‫ب‬ ‫ال‬ ‫لي‬ ‫ل‬ ‫ح‬ ‫ت‬ ‫ل‬ ‫ق‬ ‫ر‬ ‫ط‬ ‫ث‬ ‫ال‬ ‫ث‬ ‫ضر‬ ‫ع‬ ‫مت‬ ‫م‬ ‫ا‬ ‫عال‬ ‫ت‬ ‫ا‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ت‬ ‫ل‬ ‫ل‬ ‫م‬ ‫ا‬ ‫عال‬ ‫ص‬ ‫ح‬ ‫في‬ ‫يذ‬ ‫ال‬ ‫ي‬ ‫قفأل‬ ‫ا‬ ‫لي‬ ‫ل‬ ‫حت‬ ‫ال‬ . ‫ة‬ ‫ي‬ ‫ال‬ ‫مال‬ ‫ت‬ ‫ا‬ ‫ناي‬ ‫ب‬ ‫ال‬ ‫دون‬ ‫ب‬ ‫يف‬ ‫رخآ‬ ‫د‬ ‫ن‬ ‫ب‬ ‫ع‬ ‫م‬ ‫د‬ ‫حاو‬ ‫دن‬ ‫ب‬ ‫نر‬ ‫اق‬ ‫ي‬ ‫يذ‬ ‫ال‬ ‫يس‬ ‫أ‬ ‫رال‬ ‫لي‬ ‫ل‬ ‫حت‬ ‫ال‬ . ‫ة‬ ‫ين‬ ‫مزال‬ ‫ة‬ ‫ر‬ ‫ت‬ ‫فال‬ ‫سفن‬ ‫ل‬ ‫ىإل‬ ‫دح‬ ‫ا‬ ‫و‬ ‫دن‬ ‫ب‬ ‫نم‬ ‫ة‬ ‫ب‬ ‫س‬ ‫ن‬ ‫ص‬ ‫ح‬ ‫في‬ ‫ي‬ ‫ذ‬ ‫ال‬ ‫ة‬ ‫ب‬ ‫سن‬ ‫لي‬ ‫لحت‬ .‫رخآ‬ ‫لصف‬ ‫م‬ ‫ل‬ ‫يل‬ ‫حتل‬ ‫لضف‬ ‫مال‬ ‫بول‬ ‫س‬ ‫ألا‬ ‫و‬ ‫ه‬ ‫ة‬ ‫ب‬ ‫سن‬ ‫لي‬ ‫لحت‬ ‫ة‬ ‫ي‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫تا‬ ‫س‬ ‫سؤمل‬ ‫ة‬ ‫ي‬ ‫المال‬ ‫تا‬ ‫ن‬ ‫ا‬ ‫يب‬ ‫لل‬
Ch5 Working Capital Management ‫ل‬ ‫م‬ ‫اعال‬ ‫ال‬ ‫م‬ ‫ال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫ةرادإ‬ Learning Objectives • Define working capital and the revenue cycle • Understand working capital and revenue cycle management • Construct a cash budget • Understand receivables and payables management ‫ت‬ ‫ا‬ ‫د‬ ‫اريإل‬ ‫ا‬ ‫ة‬ ‫ر‬ ‫ود‬ ‫و‬ ‫لما‬ ‫عال‬ ‫ال‬ ‫مال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫ديدحت‬ ‫ت‬ ‫اد‬ ‫ا‬ ‫ر‬ ‫ي‬ ‫إلا‬ ‫ة‬ ‫ر‬ ‫و‬ ‫د‬ ‫ة‬ ‫راد‬ ‫إ‬ ‫و‬ ‫ل‬ ‫م‬ ‫ا‬ ‫عال‬ ‫المال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫مهف‬ ‫ة‬ ‫ي‬ ‫دقنال‬ ‫ة‬ ‫ي‬ ‫ن‬ ‫ازيمال‬ ‫ءان‬ ‫ب‬ ‫ة‬ ‫راد‬ ‫إ‬ ‫و‬ ‫ة‬ ‫ن‬ ‫ئ‬ ‫اد‬ ‫ممذ‬ ‫مهف‬ Working Capital ‫ل‬ ‫م‬ ‫اعال‬ ‫ال‬ ‫م‬ ‫ال‬ ‫سأر‬ • Working capital refers to both current assets and current liabilities • Net working capital refers to the difference between current assets and current liabilities • In day to day operations there is an ongoing flow of cash incoming and outgoing • In healthcare payments where payment for services may be out 2 months or more, there must be sufficient cash on hand to pay bills ‫ل‬ ‫ك‬ ‫ى‬ ‫إل‬ ‫ل‬ ‫م‬ ‫اعال‬ ‫ال‬ ‫م‬ ‫ال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫ر‬ ‫ي‬ ‫شي‬ • ‫لوادتمال‬‫ة‬ ‫تابولطمالو‬ ‫لوادتمال‬‫ة‬ ‫تادوجومال‬ ‫ب‬ ‫ي‬ ‫ن‬ ‫قرفال‬ ‫ىإل‬ ‫لماعال‬ ‫المال‬ ‫سأر‬ ‫ص‬ ‫ا‬ ‫ف‬ ‫ي‬ ‫ي‬ ‫ش‬ ‫ي‬ ‫ر‬ • ‫ة‬ ‫لو‬ ‫ا‬ ‫دتمال‬ ‫تا‬ ‫ب‬ ‫و‬ ‫ل‬ ‫ط‬ ‫مال‬ ‫و‬ ‫ة‬ ‫لوا‬ ‫د‬ ‫ت‬ ‫مال‬ ‫ت‬ ‫ادوجومال‬ ‫نم‬ ‫ر‬ ‫م‬ ‫ت‬ ‫سم‬ ‫ق‬ ‫فدت‬ ‫كان‬ ‫ه‬ ‫ة‬ ‫ي‬ ‫م‬ ‫ويال‬ ‫تا‬ ‫ي‬ ‫ل‬ ‫معال‬ ‫ي‬ ‫ف‬ • ‫ة‬ ‫ر‬ ‫دا‬ ‫ص‬ ‫ال‬ ‫و‬ ‫ة‬ ‫د‬ ‫راوال‬ ‫الو‬ ‫مألا‬ ‫ع‬ ‫فد‬ ‫ث‬ ‫ي‬ ‫ح‬ ‫ة‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫ت‬ ‫ا‬ ‫ع‬ ‫وفد‬ ‫م‬ ‫يف‬ • ، ‫ر‬ ‫ث‬ ‫كأ‬ ‫و‬ ‫أ‬ ‫رهشأ‬ 2 ‫نم‬ ‫ن‬ ‫و‬ ‫كت‬ ‫د‬ ‫ق‬ ‫ت‬ ‫ا‬ ‫م‬ ‫دخال‬ ‫لباقم‬ ‫ع‬ ‫فدل‬ ‫ف‬ ‫ا‬ ‫ك‬ ‫يدق‬ ‫ن‬ ‫دي‬ ‫ص‬ ‫ر‬ ‫كا‬ ‫ن‬ ‫ه‬ ‫ن‬ ‫و‬ ‫كي‬ ‫ن‬ ‫أ‬ ‫بجي‬ ‫ال‬ ‫ف‬ ‫و‬ ‫ا‬ ‫ت‬ ‫ي‬ ‫ر‬ Working Capital Cycle ‫ل‬ ‫م‬ ‫ا‬ ‫ع‬ ‫ال‬ ‫ال‬ ‫مال‬ ‫س‬ ‫أر‬ ‫ةر‬ ‫ود‬ Working Capital Management Strategies ‫ل‬ ‫م‬ ‫اع‬ ‫ال‬ ‫ال‬ ‫مال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫ة‬ ‫رادإ‬ ‫ت‬ ‫ا‬ ‫ي‬ ‫جي‬ ‫ت‬ ‫ار‬ ‫ت‬ ‫سا‬ • Defined as the amount of working capital an organization must keep as a cushion • 2 components: • Asset Mix-amount of working capital an organization keeps on hand relative to its potential working capital obligations • Financing Mix-how an organization chooses to finance its working capital needs ‫ب‬ ‫ج‬ ‫ي‬ ‫لم‬ ‫ا‬ ‫ع‬ ‫ال‬ ‫ال‬ ‫مال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫ة‬ ‫ي‬ ‫مك‬ ‫هن‬ ‫أ‬ ‫ب‬ ‫فرعي‬ • ‫ةد‬ ‫اس‬ ‫و‬ ‫ى‬ ‫لع‬ ‫ظ‬ ‫ا‬ ‫فحال‬ ‫ة‬ ‫مظن‬ ‫م‬ ‫ال‬ ‫ىلع‬ : ‫ت‬ ‫ا‬ ‫ن‬ ‫وكمال‬ 2 • ‫ال‬ ‫مال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫مجح‬ ‫ن‬ ‫م‬ ‫ج‬ ‫ي‬ ‫زم‬ ‫ل‬ ‫و‬ ‫صأل‬ ‫ا‬ • ‫ىل‬ ‫ع‬ ‫ل‬ ‫م‬ ‫ع‬ ‫ت‬ ‫ب‬ ‫ي‬ ‫رق‬ ‫د‬ ‫ي‬ ‫ى‬ ‫لع‬ ‫ةمظنم‬ ‫يق‬ ‫بت‬ ‫و‬ ‫لم‬ ‫ا‬ ‫ع‬ ‫ال‬ ‫ال‬ ‫م‬ ‫ال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫ة‬ ‫ل‬ ‫م‬ ‫ت‬ ‫حمال‬ ‫ت‬ ‫ام‬ ‫از‬ ‫ت‬ ‫لالا‬ ‫ل‬ ‫ي‬ ‫وم‬ ‫ت‬ ‫ل‬ ‫ة‬ ‫مظنم‬ ‫لي‬ ‫وم‬ ‫ت‬ ‫را‬ ‫ت‬ ‫خت‬ ‫ف‬ ‫ي‬ ‫ك‬ ‫س‬ ‫ك‬ ‫ي‬ ‫م‬ • ‫ل‬ ‫لماعال‬ ‫المال‬ ‫سأر‬ ‫تاجايتحا‬ Asset Mix Strategy ‫ل‬ ‫و‬ ‫ص‬ ‫ألا‬ ‫ج‬ ‫ي‬ ‫زم‬ ‫ة‬ ‫ي‬ ‫جي‬ ‫ت‬ ‫ار‬ ‫ت‬ ‫سا‬ • Continuum between aggressive and conservative • Aggressive-attempts to maximize returns by investing excess funds in non-liquid assets expected to have high earnings • Conservative-minimizes its risk of having insufficient short-term funds by maintaining higher liquidity ‫ظ‬ ‫ف‬ ‫ا‬ ‫حمالو‬ ‫ة‬ ‫ين‬ ‫اودعال‬ ‫ن‬ ‫ي‬ ‫ب‬ ‫ل‬ ‫ص‬ ‫اوت‬ ‫ال‬ • ‫ن‬ ‫م‬ ‫دئاوعال‬ ‫م‬ ‫ي‬ ‫ظع‬ ‫ت‬ ‫ل‬ ‫ة‬ ‫ين‬ ‫او‬ ‫د‬ ‫ع‬ ‫ال‬ ‫تال‬ ‫وا‬ ‫حم‬ ‫ال‬ - • ‫ي‬ ‫ف‬ ‫ة‬ ‫ض‬ ‫ئ‬ ‫افال‬ ‫ال‬ ‫ومأل‬ ‫ا‬ ‫را‬ ‫م‬ ‫ثت‬ ‫سالا‬ ‫لال‬ ‫خ‬ ‫نوك‬ ‫ي‬ ‫ن‬ ‫أ‬ ‫ع‬ ‫ق‬ ‫وت‬ ‫م‬ ‫ال‬ ‫ن‬ ‫م‬ ‫ة‬ ‫ل‬ ‫ئ‬ ‫اس‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ل‬ ‫و‬ ‫صألا‬ ‫ح‬ ‫ا‬ ‫ب‬ ‫رأ‬ ‫عا‬ ‫ف‬ ‫ت‬ ‫را‬ ‫د‬ ‫و‬ ‫جو‬ ‫ن‬ ‫م‬ ‫ر‬ ‫ط‬ ‫ا‬ ‫خمال‬ ‫ن‬ ‫م‬ ‫ل‬ ‫لق‬ ‫ي‬ - ‫ن‬ ‫ي‬ ‫ظ‬ ‫ف‬ ‫احمال‬ • ‫ل‬ ‫ال‬ ‫خ‬ ‫ن‬ ‫م‬ ‫ري‬ ‫صقال‬ ‫ى‬ ‫دمال‬ ‫ى‬ ‫لع‬ ‫ة‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫ك‬ ‫ال‬ ‫ومأ‬ ‫ة‬ ‫لوي‬ ‫س‬ ‫ىل‬ ‫ع‬ ‫أ‬ ‫ىل‬ ‫ع‬ ‫ظ‬ ‫افحال‬ Financing Mix Strategy ‫لي‬ ‫وم‬ ‫ت‬ ‫ال‬ ‫ج‬ ‫ي‬ ‫زم‬ ‫ة‬ ‫ي‬ ‫جي‬ ‫ت‬ ‫ار‬ ‫ت‬ ‫سا‬ • 3 rules to follow to decide between short term and long term borrowing to finance working capital needs: • Finance short term working capital needs with short term debt • Finance long term working capital needs with long term financing • Finance fluctuating needs for working capital by employing a mixed strategy ‫ى‬ ‫دمال‬ ‫ن‬ ‫ي‬ ‫ب‬ ‫ر‬ ‫ارق‬ ‫ذاخت‬ ‫ال‬ ‫ةع‬ ‫ب‬ ‫ا‬ ‫ت‬ ‫مل‬ ‫د‬ ‫ع‬ ‫اوق‬ 3 ‫ل‬ ‫ي‬ ‫وم‬ ‫ت‬ ‫ل‬ ‫ل‬ ‫جأل‬ ‫ا‬ ‫ل‬ ‫ي‬ ‫و‬ ‫ط‬ ‫ضار‬ ‫ت‬ ‫قال‬ ‫ا‬ ‫و‬ ‫ر‬ ‫ي‬ ‫صقال‬ : ‫لماعال‬ ‫المال‬ ‫سأر‬ ‫تاجايتحا‬ ‫ر‬ ‫ي‬ ‫ص‬ ‫ق‬ ‫لم‬ ‫ا‬ ‫ع‬ ‫ال‬ ‫ال‬ ‫مال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫ل‬ ‫ي‬ ‫وم‬ ‫ت‬ ‫جا‬ ‫ت‬ ‫حي‬ ‫لج‬ ‫ألا‬ ‫ة‬ ‫ر‬ ‫ي‬ ‫ص‬ ‫ق‬ ‫نويدال‬ ‫ع‬ ‫م‬ ‫ل‬ ‫جألا‬ ‫ةل‬ ‫يو‬ ‫ط‬ ‫لم‬ ‫ا‬ ‫ع‬ ‫ال‬ ‫ال‬ ‫مال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫ل‬ ‫ي‬ ‫وم‬ ‫ت‬ ‫جا‬ ‫ت‬ ‫حي‬ ‫ل‬ ‫جأل‬ ‫ا‬ ‫ل‬ ‫ي‬ ‫و‬ ‫ط‬ ‫ل‬ ‫ي‬ ‫وم‬ ‫ت‬ ‫ال‬ ‫ع‬ ‫م‬ ‫دمألا‬ ‫لم‬ ‫ا‬ ‫ع‬ ‫ال‬ ‫ال‬ ‫م‬ ‫ال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫ت‬ ‫اجاي‬ ‫ت‬ ‫حا‬ ‫ب‬ ‫ذ‬ ‫ب‬ ‫ذ‬ ‫ت‬ ‫ي‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ 1
Ch5 Cash Management ‫د‬ ‫وقنال‬ ‫ةرادإ‬ • Refers to currency and cash equivalents (interest-bearing savings and checking accounts • 3 major reasons to hold cash: • Daily operations purposes: meeting daily operations purposes requires holding cash to pay day-to-day bills. • Precautionary purposes: holding cash to meet unexpected demands, such as unforeseen maintenance. • Speculative purposes: holding cash to take advantage of unexpected opportunities, such as buying a competing group practice that has decided to sell. ‫ال‬ ‫ت‬ ‫و‬ ‫ف‬ ‫ي‬ ‫ر‬ ( ‫لداعمال‬ ‫نالو‬‫ق‬‫د‬ ‫لمعال‬‫ة‬ ‫ىإل‬ ‫ي‬ ‫ش‬ ‫ي‬ ‫ر‬ • ‫ة‬ ‫ي‬ ‫راجال‬ ‫ت‬ ‫ا‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫ال‬ ‫و‬ ‫ةدئافب‬ : ‫ة‬ ‫ي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫د‬ ‫ق‬ ‫ع‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ئ‬ ‫ر‬ ‫ب‬ ‫ا‬ ‫ب‬ ‫سأ‬ 3 • ‫ض‬ ‫ا‬ ‫ر‬ ‫غ‬ ‫أ‬ : ‫ةي‬ ‫مو‬ ‫ي‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ي‬ ‫ل‬ ‫م‬ ‫ع‬ ‫ال‬ ‫ضار‬ ‫غ‬ ‫أ‬ • ‫ة‬ ‫ي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫د‬ ‫قع‬ ‫ب‬ ‫لط‬ ‫ت‬ ‫ت‬ ‫عا‬ ‫م‬ ‫ت‬ ‫جا‬ ‫ة‬ ‫ي‬ ‫مو‬ ‫ي‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ي‬ ‫ل‬ ‫م‬ ‫ع‬ ‫ال‬ . ‫م‬ ‫و‬ ‫ي‬ ‫دع‬ ‫ب‬ ‫امو‬ ‫ي‬ ‫ري‬ ‫ت‬ ‫اوف‬ ‫ع‬ ‫ف‬ ‫دل‬ ‫ب‬ ‫الطم‬ ‫ة‬ ‫يب‬ ‫ل‬ ‫ت‬ ‫ل‬ ‫ةي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫دق‬ ‫ع‬ : ‫ةيئ‬ ‫اق‬ ‫و‬ ‫ضار‬ ‫غ‬ ‫أ‬ • . ‫ة‬ ‫ع‬ ‫ق‬ ‫وت‬ ‫م‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ةن‬ ‫ا‬ ‫ي‬ ‫ص‬ ‫لث‬ ‫م‬ ، ‫ةعقو‬ ‫ت‬ ‫م‬ ‫ريغ‬ ‫ةداف‬ ‫ت‬ ‫سالل‬ ‫ةي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫دق‬ ‫ع‬ : ‫ةب‬ ‫راض‬ ‫م‬ ‫ال‬ ‫ضار‬ ‫غ‬ ‫أ‬ • ‫ةسرامم‬ ‫ء‬ ‫ار‬ ‫ش‬ ‫لث‬ ‫م‬ ، ‫ة‬ ‫ع‬ ‫ق‬ ‫وت‬ ‫م‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ص‬ ‫رف‬ ‫ن‬ ‫م‬ . ‫ت‬ ‫ب‬ ‫ي‬ ‫ع‬ ‫نأ‬ ‫تررق‬ ‫ال‬ ‫ت‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ت‬ ‫ن‬ ‫ا‬ ‫ف‬ ‫س‬ ‫ة‬ ‫ةعومجم‬ Sources of Temporary Cash ‫ةت‬ ‫ق‬ ‫ؤمال‬ ‫ة‬ ‫ي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫رداصم‬ • 2 primary sources of short term funds are: 1. Bank Loans-lines of credit, commitment fees, compensating balances, transaction notes 2. Extension of credit from suppliers (trade payables) Lines of credit: a. Normal line of credit: an agreement established by a bank and a borrower that establishes the maximum amount of funds that may be borrowed and the bank may loan the funds at its own freedom of choice. b. Revolving line of credit: an agreement established by a bank and a borrower that legally requires the bank to loan money to the borrower at any time requested, up to a pre- negotiated limit. commitment fees: is a percentage of the unused portion of the credit line that is charged to the potential borrower. ‫ىدمال‬ ‫لع‬‫ى‬ ‫الومألل‬ ‫ال‬ ‫ر‬ ‫ئ‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ة‬ ‫رداصمال‬ 2 • : ‫يه‬ ‫ال‬ ‫ق‬ ‫ص‬ ‫ي‬ ‫ر‬ ‫م‬ ‫و‬ ‫سرالو‬ ، ‫نام‬ ‫تئ‬ ‫الا‬ ‫طو‬ ‫طخ‬ ‫ض‬ ‫ورقال‬ ‫ك‬ ‫ن‬ ‫ب‬ .1 ‫ت‬ ‫ا‬ ‫ظحال‬ ‫م‬ ‫ال‬ ‫و‬ ‫ض‬ ‫ي‬ ‫وع‬ ‫ت‬ ‫ة‬ ‫دصر‬ ‫أ‬ ، ‫ماز‬ ‫ت‬ ‫لالا‬ ‫ةل‬ ‫ماع‬ ‫م‬ ‫ال‬ ‫ادال‬‫ئ‬‫ن‬‫ي‬‫ن‬ ( ‫نيدرومال‬ ‫نم‬ ‫ا‬‫ال‬‫ئ‬‫ت‬‫م‬‫ا‬‫ن‬ ‫يدمت‬‫د‬ .2 )‫تال‬‫ج‬‫ا‬‫ر‬‫ي‬‫ي‬‫ن‬ : ‫ن‬ ‫ا‬ ‫م‬ ‫ت‬ ‫ئ‬ ‫الا‬ ‫طوطخ‬ ‫لب‬ ‫ق‬ ‫نم‬ ‫مر‬ ‫ب‬ ‫م‬ ‫قافت‬ ‫ا‬ : ‫نا‬ ‫م‬ ‫ت‬ ‫ئ‬ ‫ال‬ ‫ا‬ ‫نم‬ ‫ي‬ ‫د‬ ‫ا‬ ‫ع‬ ‫ط‬ ‫خ‬ . ‫ا‬ ‫نم‬ ‫ى‬ ‫ص‬ ‫قألا‬ ‫د‬ ‫حال‬ ‫د‬ ‫دح‬ ‫ي‬ ‫نأ‬ ‫ض‬ ‫ر‬ ‫ت‬ ‫ق‬ ‫م‬ ‫ال‬ ‫و‬ ‫كن‬ ‫ب‬ ‫ال‬ ‫ك‬ ‫ن‬ ‫ب‬ ‫ل‬ ‫ل‬ ‫ز‬ ‫وجي‬ ‫و‬ ‫ة‬ ‫ر‬ ‫ا‬ ‫ع‬ ‫ت‬ ‫سا‬ ‫نكمي‬ ‫يتال‬ ‫الو‬ ‫مألا‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫ص‬ ‫اخال‬ ‫اهتي‬ ‫ر‬ ‫ح‬ ‫ي‬ ‫ف‬ ‫ال‬ ‫و‬ ‫مألا‬ ‫ضر‬ ‫قال‬ . ‫ر‬ ‫ا‬ ‫ي‬ ‫ت‬ ‫خال‬ ‫ا‬ ‫كن‬ ‫ب‬ ‫ال‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫نم‬ ‫مر‬ ‫ب‬ ‫م‬ ‫ق‬ ‫افت‬ ‫ا‬ : ‫ة‬ ‫ي‬ ‫ن‬ ‫ا‬ ‫م‬ ‫تئ‬ ‫ا‬ ‫ت‬ ‫الي‬ ‫ه‬ ‫ست‬ . ‫ب‬ ‫ضارقإل‬ ‫ل‬ ‫ل‬ ‫ب‬ ‫ن‬ ‫ك‬ ‫اق‬‫ن‬‫و‬‫ن‬‫ا‬ ‫ي‬ ‫ت‬ ‫ط‬ ‫ل‬ ‫ب‬ ‫يذال‬ ‫تقمالو‬‫ر‬‫ض‬ ‫ى‬ ‫إل‬ ‫لص‬ ‫ت‬ ‫و‬ ، ‫ب‬ ‫لط‬ ‫ت‬ ‫ق‬ ‫و‬ ‫ي‬ ‫أ‬ ‫ي‬ ‫ف‬ ‫ض‬ ‫ر‬ ‫ت‬ ‫ق‬ ‫م‬ ‫لل‬ ‫المال‬ . ‫ا‬ ‫قبسم‬ ‫ض‬ ‫و‬ ‫افتال‬ ‫دح‬ ‫ءزجال‬ ‫نم‬ ‫ئمال‬‫و‬‫ي‬‫ة‬ ‫ال‬ ‫ن‬ ‫س‬ ‫ب‬ ‫ة‬ ‫يه‬ : ‫لالا‬‫ت‬‫ماز‬ ‫موسر‬ ‫ا‬ ‫هل‬ ‫ي‬ ‫محت‬ ‫م‬ ‫ت‬ ‫ي‬ ‫يتال‬ ‫ن‬ ‫ا‬ ‫م‬ ‫تئ‬ ‫الا‬ ‫ط‬ ‫خ‬ ‫نم‬ ‫م‬ ‫دختس‬ ‫مال‬ ‫ر‬ ‫ي‬ ‫غ‬ . ‫ل‬ ‫م‬ ‫ت‬ ‫حمال‬ ‫ض‬ ‫ر‬ ‫ت‬ ‫ق‬ ‫م‬ ‫ال‬ ‫ىلع‬ • Compensating balances: the borrower is required to maintain a designated dollar amount on deposit with the bank. • The effect of compensating balance is to increase the true of effective interest rate that the borrower must pay. • 𝑒𝑓𝑓𝑒𝑐𝑡𝑖𝑣𝑒 𝑖𝑛𝑡𝑒𝑟𝑒𝑠𝑡 𝑟𝑎𝑡𝑒 = (𝑖𝑛𝑡𝑒𝑟𝑒𝑠𝑡 𝑒𝑥𝑝𝑒𝑛𝑠𝑒 𝑜𝑛 𝑎𝑚𝑜𝑢𝑛𝑡 𝑏𝑜𝑟𝑟𝑜𝑤𝑒𝑑+𝑡𝑜𝑡𝑎𝑙 𝑓𝑒𝑒𝑠) (𝑎𝑚𝑜𝑢𝑛𝑡 𝑏𝑜𝑟𝑟𝑜𝑤𝑒𝑑−𝑐𝑜𝑚𝑝𝑒𝑛𝑠𝑎𝑡𝑖𝑛𝑔 𝑏𝑎𝑙𝑎𝑛𝑐𝑒) • Transaction notes: is a short-term, unsecured loan made for some specific purpose such as financing inventory purchases. 2. Trade Credit or Payables: a. Trade credit: short term credit offered by the supplier of a good or service to the purchaser. b. Trade payables: short term debt that results from supplies purchased on credit for a given length of time. This allows an organization to use the supplier’s money to pay for the purchase up until the time it pays the supplier the amount owed. ‫ظ‬ ‫ا‬ ‫فحلل‬ ‫ض‬ ‫ر‬ ‫ت‬ ‫ق‬ ‫م‬ ‫ال‬ ‫ب‬ ‫و‬ ‫لطم‬ : ‫ة‬ ‫دصر‬ ‫أ‬ ‫ض‬ ‫ي‬ ‫وعت‬ ‫ى‬ ‫د‬ ‫ل‬ ‫ع‬ ‫ئ‬ ‫ا‬ ‫دوال‬ ‫ىل‬ ‫ع‬ ‫ة‬ ‫ني‬ ‫ع‬ ‫م‬ ‫ال‬ ‫ر‬ ‫الودال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫ق‬ ‫ىلع‬ .‫ال‬‫ب‬‫ن‬‫ك‬ ‫ن‬ ‫م‬ ‫ح‬ ‫ي‬ ‫حص‬ ‫ة‬ ‫دا‬ ‫ي‬ ‫ز‬ ‫و‬ ‫ه‬ ‫ن‬ ‫زاوتال‬ ‫ض‬ ‫ي‬ ‫وع‬ ‫ت‬ ‫ر‬ ‫يث‬ ‫أت‬ . ‫ع‬ ‫ف‬ ‫د‬ ‫ي‬ ‫ن‬ ‫أ‬ ‫ض‬ ‫ر‬ ‫ت‬ ‫ق‬ ‫م‬ ‫ال‬ ‫ىل‬ ‫ع‬ ‫ي‬ ‫ل‬ ‫ع‬ ‫فال‬ ‫ةدئافال‬ ‫ل‬ ‫دعم‬ ‫لع‬‫ى‬ ‫فال‬‫ا‬‫ئ‬ ‫د‬‫ة‬ ‫باسح‬ (( = ‫ال‬ ‫ف‬ ‫ع‬ ‫ل‬ ‫ي‬ ‫فال‬‫ا‬‫ئ‬ ‫د‬‫ة‬ ‫لدعم‬ / )) ‫مو‬ ‫س‬ ‫رال‬ ‫ع‬ ‫ومج‬ ‫م‬ + ‫ضر‬ ‫ت‬ ‫ق‬ ‫م‬ ‫ال‬ ‫غ‬ ‫ل‬ ‫ب‬ ‫م‬ ‫ال‬ )) ‫ض‬ ‫وع‬ ‫ت‬ ‫ضر‬ ‫ت‬ ‫ق‬ ‫م‬ ‫ال‬ ‫غ‬ ‫ل‬ ‫ب‬ ‫م‬ ‫ال‬ ( ‫ن‬ ‫زاوتال‬ ( ، ‫لج‬ ‫ألا‬ ‫ة‬ ‫ر‬ ‫ي‬ ‫ص‬ ‫ق‬ ‫ي‬ ‫ه‬ : ‫ة‬ ‫ي‬ ‫ل‬ ‫م‬ ‫ع‬ ‫ت‬ ‫ا‬ ‫ظحالم‬ ‫ضع‬ ‫ب‬ ‫ل‬ ‫ل‬ ‫ع‬ ‫ج‬ ‫ة‬ ‫ن‬ ‫و‬ ‫م‬ ‫ضمال‬ ‫ريغ‬ ‫ض‬ ‫ورقالو‬ . ‫نوز‬ ‫خ‬ ‫م‬ ‫ال‬ ‫ءارش‬ ‫ل‬ ‫ي‬ ‫وم‬ ‫ت‬ ‫ل‬ ‫ث‬ ‫م‬ ‫د‬ ‫دح‬ ‫م‬ ‫ضرغ‬ : ‫ةنئ‬ ‫ا‬ ‫د‬ ‫م‬ ‫م‬ ‫ذ‬ ‫و‬ ‫أ‬ ‫ي‬ ‫راجت‬ ‫ال‬ ‫نام‬ ‫تئ‬ ‫الا‬ .2 ‫ل‬ ‫جألا‬ ‫ةريص‬ ‫ق‬ ‫نام‬ ‫تئ‬ ‫الا‬ : ‫يراجت‬ ‫ال‬ ‫نام‬ ‫تئ‬ ‫الا‬ ‫ة‬ ‫م‬ ‫د‬ ‫خ‬ ‫و‬ ‫أ‬ ‫ة‬ ‫ع‬ ‫ل‬ ‫س‬ ‫ل‬ ‫ل‬ ‫درومال‬ ‫اه‬ ‫مد‬ ‫ق‬ ‫ي‬ ‫ي‬ ‫ت‬ ‫ال‬ .‫لل‬‫م‬‫تش‬‫ر‬‫ي‬ ‫ل‬ ‫ج‬ ‫ألا‬ ‫ة‬ ‫ر‬ ‫ي‬ ‫ص‬ ‫ق‬ ‫نويدال‬ : ‫ة‬ ‫ي‬ ‫راجت‬ ‫ال‬ ‫ة‬ ‫نئ‬ ‫ادال‬ ‫م‬ ‫مذال‬ ‫ةدمل‬ ‫لجألاب‬ ‫تشمال‬‫ر‬‫ا‬‫ة‬ ‫مزاولال‬ ‫نم‬ ‫ت‬ ‫ن‬ ‫ت‬ ‫ج‬ ‫ال‬ ‫ت‬ ‫ي‬ . ‫ن‬ ‫مز‬ ‫ال‬ ‫ن‬ ‫م‬ ‫ة‬ ‫ني‬ ‫عم‬ ‫ال‬ ‫مال‬ ‫م‬ ‫ادخت‬ ‫س‬ ‫ال‬ ‫ة‬ ‫مظ‬ ‫ن‬ ‫م‬ ‫ل‬ ‫ل‬ ‫ح‬ ‫مسي‬ ‫اذه‬ ‫ي‬ ‫ذ‬ ‫ال‬ ‫ت‬ ‫قو‬ ‫ال‬ ‫ى‬ ‫ت‬ ‫حو‬ ‫ء‬ ‫ا‬ ‫رشال‬ ‫ن‬ ‫مث‬ ‫ع‬ ‫ف‬ ‫د‬ ‫ل‬ ‫دروملل‬ . ‫ق‬ ‫حتس‬ ‫مال‬ ‫غ‬ ‫ل‬ ‫ب‬ ‫م‬ ‫ال‬ ‫د‬ ‫رومال‬ ‫ع‬ ‫ف‬ ‫دي‬ 2
Ch5 Revenue Cycle Management ‫ت‬ ‫ا‬ ‫دار‬ ‫ي‬ ‫إلا‬ ‫ةر‬ ‫و‬ ‫د‬ ‫ةرادإ‬ • Several hindrances can delay the billing process and collection of cash. For example: • 1. patients who use more than one name or who have had name changes. • Address change or no address or phone number on file. • Lack of clarity about who is responsible for paying the bill, or outdated insurance information. • Specific requirements demanded by various insurers, such as retrospective reviews. • Successful cash management is driven by a billing process that must be timely and accurate. • Ensuring a timely and accurate billing process determines the success of cash management ‫ة‬ ‫ي‬ ‫ل‬ ‫م‬ ‫ع‬ ‫ر‬ ‫خ‬ ‫ؤ‬ ‫ي‬ ‫ق‬ ‫ئ‬ ‫اوعال‬ ‫ن‬ ‫م‬ ‫ديدعال‬ ‫ن‬ ‫أ‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ • : ‫ال‬ ‫ث‬ ‫م‬ ‫ف‬ . ‫ةي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫ل‬ ‫ي‬ ‫ص‬ ‫حت‬ ‫و‬ ‫ر‬ ‫يت‬ ‫اوفال‬ ‫داد‬ ‫ع‬ ‫إ‬ ‫ر‬ ‫ث‬ ‫كأ‬ ‫ن‬ ‫و‬ ‫مدخ‬ ‫ت‬ ‫سي‬ ‫ن‬ ‫ي‬ ‫ذال‬ ‫ى‬ ‫ضرمال‬ .1 • ‫ناك‬ ‫و‬ . ‫مسا‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ت‬ ‫ي‬ ‫ي‬ ‫ذال‬ ‫و‬ ‫أ‬ ‫د‬ ‫حاو‬ ‫مسا‬ ‫ن‬ ‫م‬ ‫ف‬ ‫ت‬ ‫اهال‬ ‫م‬ ‫قر‬ ‫و‬ ‫أ‬ ‫ن‬ ‫اونع‬ ‫ي‬ ‫أ‬ ‫و‬ ‫أ‬ ‫ن‬ ‫اونع‬ ‫ر‬ ‫يي‬ ‫غت‬ • . ‫ف‬ ‫ل‬ ‫م‬ ‫ال‬ ‫يف‬ ‫ن‬ ‫ع‬ ‫ل‬ ‫وؤ‬ ‫سمال‬ ‫و‬ ‫ه‬ ‫ن‬ ‫م‬ ‫لو‬ ‫ح‬ ‫ح‬ ‫و‬ ‫ضو‬ ‫مدع‬ • ‫اف‬ ‫ع‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ن‬ ‫ي‬ ‫م‬ ‫أ‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫امولع‬ ‫م‬ ‫و‬ ‫أ‬ ، ‫ة‬ ‫ر‬ ‫وتا‬ ‫ف‬ ‫ع‬ ‫ف‬ ‫د‬ . ‫ن‬ ‫مز‬ ‫ال‬ ‫اه‬ ‫ي‬ ‫لع‬ ‫ف‬ ‫لت‬ ‫خم‬ ‫لب‬ ‫ق‬ ‫نم‬ ‫تب‬ ‫ال‬ ‫ط‬ ‫ة‬ ‫ددح‬ ‫م‬ ‫ت‬ ‫اب‬ ‫ل‬ ‫ط‬ ‫ت‬ ‫م‬ • . ‫يعجر‬ ‫ر‬ ‫ثأ‬ ‫ب‬ ‫ض‬ ‫ا‬ ‫رع‬ ‫ت‬ ‫س‬ ‫ا‬ ‫ل‬ ‫ث‬ ‫م‬ ، ‫ن‬ ‫ي‬ ‫م‬ ‫أ‬ ‫ت‬ ‫ال‬ ‫تا‬ ‫كرش‬ ‫ة‬ ‫ي‬ ‫لمع‬ ‫لال‬ ‫خ‬ ‫نم‬ ‫ةحج‬ ‫ا‬ ‫ن‬ ‫ال‬ ‫ة‬ ‫يدقن‬ ‫ال‬ ‫ة‬ ‫ر‬ ‫ادإ‬ ‫ةعوفدم‬ • ‫ت‬ ‫ق‬ ‫و‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫نوكت‬ ‫نأ‬ ‫بج‬ ‫ي‬ ‫يت‬ ‫ال‬ ‫ر‬ ‫يت‬ ‫ا‬ ‫و‬ ‫فال‬ ‫داد‬ ‫عإ‬ . ‫ة‬ ‫ق‬ ‫ي‬ ‫قدو‬ ‫ب‬ ‫س‬ ‫ان‬ ‫مال‬ ‫ددح‬ ‫ت‬ ‫ة‬ ‫ق‬ ‫ي‬ ‫ق‬ ‫د‬ ‫و‬ ‫ة‬ ‫ين‬ ‫آ‬ ‫ة‬ ‫ر‬ ‫ت‬ ‫و‬ ‫ف‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫م‬ ‫ع‬ ‫نام‬ ‫ض‬ • ‫د‬ ‫ق‬ ‫ن‬ ‫ال‬ ‫ة‬ ‫رادإ‬ ‫حاجن‬ Revenue Cycle Management ‫ت‬ ‫ا‬ ‫دار‬ ‫ي‬ ‫إلا‬ ‫ةر‬ ‫و‬ ‫د‬ ‫ةرادإ‬ Collecting cash payments ‫ةي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫عو‬ ‫ف‬ ‫دمال‬ ‫ع‬ ‫مج‬ • More and more of the payment responsibility with copays and deductibles resides with the patient at time of service • By electronically accepting cash payments, providers avoid the costs of billing and carrying accounts receivable • Additional avenues for collecting payments include: decentralized collection centers, lockboxes, wire transfers ‫ع‬ ‫م‬ ‫عف‬ ‫د‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫و‬ ‫ؤ‬ ‫سم‬ ‫ن‬ ‫م‬ ‫رث‬ ‫ك‬ ‫أ‬ ‫و‬ ‫ر‬ ‫ث‬ ‫كأ‬ • ‫ض‬ ‫ي‬ ‫رم‬ ‫ال‬ ‫ع‬ ‫م‬ ‫م‬ ‫ي‬ ‫قي‬ ‫ت‬ ‫امو‬ ‫ص‬ ‫خالو‬ copays ‫ة‬ ‫م‬ ‫دخال‬ ‫م‬ ‫ي‬ ‫دق‬ ‫ت‬ ‫ت‬ ‫ق‬ ‫و‬ ‫يف‬ ‫ت‬ ‫ا‬ ‫عو‬ ‫ف‬ ‫دمال‬ ‫ا‬ ‫ين‬ ‫ورت‬ ‫ك‬ ‫إل‬ ‫ل‬ ‫وب‬ ‫ق‬ ‫لال‬ ‫خ‬ ‫ن‬ ‫م‬ • ‫ر‬ ‫ي‬ ‫ت‬ ‫اوفال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫بن‬ ‫جت‬ ‫يمدقم‬ ‫و‬ ، ‫ة‬ ‫ي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫ةني‬ ‫دمال‬ ‫م‬ ‫مذ‬ ‫ال‬ ‫لمح‬ ‫ت‬ ‫و‬ : ‫لمش‬ ‫ت‬ ‫و‬ ‫ت‬ ‫اع‬ ‫ف‬ ‫د‬ ‫ال‬ ‫ل‬ ‫ي‬ ‫ص‬ ‫حت‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫ف‬ ‫اض‬ ‫إ‬ ‫لب‬ ‫س‬ • ، ‫و‬ ‫تانازخ‬ ، ‫يزكرمالال‬ ‫عمج‬ ‫زكارم‬ ‫ةي‬ ‫قر‬ ‫ب‬ ‫ال‬ ‫ت‬ ‫ال‬ ‫ي‬ ‫و‬ ‫ح‬ ‫ت‬ ‫الو‬ Investing Cash on a Short Term Basis ‫ر‬ ‫ي‬ ‫ص‬ ‫ق‬ ‫ى‬ ‫د‬ ‫م‬ ‫س‬ ‫ا‬ ‫سأ‬ ‫ىل‬ ‫ع‬ ‫ة‬ ‫ي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫را‬ ‫م‬ ‫ثت‬ ‫سالا‬ • Treasury Bills • Negotiable Certificates of Deposit • Commercial Paper • Money Market Mutual Funds • ‫ةن‬ ‫ازخ‬ ‫ال‬ ‫نوذ‬ ‫أ‬ • ‫لو‬ ‫اد‬ ‫ت‬ ‫ل‬ ‫ل‬ ‫ة‬ ‫ل‬ ‫ب‬ ‫اقال‬ ‫عاد‬ ‫ي‬ ‫إلا‬ ‫ت‬ ‫ادا‬ ‫ه‬ ‫ش‬ • ‫ةي‬ ‫راجت‬ ‫ة‬ ‫ق‬ ‫رو‬ • ‫ال‬ ‫م‬ ‫ال‬ ‫ق‬ ‫و‬ ‫س‬ ‫ق‬ ‫ي‬ ‫دا‬ ‫ن‬ ‫ص‬ • Forecasting Cash Surpluses and Deficits ‫ز‬ ‫ج‬ ‫ع‬ ‫ال‬ ‫و‬ ‫ة‬ ‫ي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫ض‬ ‫ئ‬ ‫اوفال‬ ‫ؤب‬ ‫نت‬ ‫ال‬ • In planning financially timing of cash flows in and out must be known. • Forecast of the above is useful for short term planning • Cash Balance-The amount of cash an organization must have on hand at the end of the current period to ensure that it has enough cash to cover expected outflows during the next forecasting period. ‫نال‬‫ق‬‫يد‬‫ة‬ ‫ال‬ ‫ت‬ ‫د‬ ‫ف‬ ‫ق‬ ‫ا‬ ‫ت‬ ‫ت‬ ‫و‬ ‫ق‬ ‫ي‬ ‫ت‬ ‫يالم‬‫ا‬ ‫تال‬‫خ‬‫يط‬‫ط‬ ‫ف‬ ‫ي‬ • . ‫ا‬ ‫ف‬ ‫و‬ ‫ر‬ ‫عم‬ ‫نوك‬ ‫ي‬ ‫ن‬ ‫أ‬ ‫ب‬ ‫جي‬ ‫ج‬ ‫ر‬ ‫ا‬ ‫خو‬ ‫ل‬ ‫خاد‬ ‫ىل‬ ‫ع‬ ‫طي‬ ‫ط‬ ‫خت‬ ‫ل‬ ‫ل‬ ‫د‬ ‫ي‬ ‫فم‬ ‫و‬ ‫ه‬ ‫ق‬ ‫ب‬ ‫س‬ ‫ا‬ ‫م‬ ‫ت‬ ‫اع‬ ‫ق‬ ‫و‬ ‫ت‬ • ‫ر‬ ‫ي‬ ‫صقال‬ ‫ى‬ ‫دمال‬ ‫نوك‬ ‫ي‬ ‫ن‬ ‫أ‬ ‫ب‬ ‫جي‬ ‫المال‬ ‫ن‬ ‫م‬ ‫غل‬ ‫ب‬ ‫م‬ ‫ناز‬ ‫ي‬ ‫م‬ ‫دق‬ ‫ن‬ ‫ال‬ • ‫نامض‬ ‫ل‬ ‫ةي‬ ‫الحال‬ ‫ة‬ ‫ر‬ ‫ت‬ ‫فال‬ ‫ة‬ ‫ي‬ ‫اه‬ ‫ن‬ ‫ب‬ ‫د‬ ‫ي‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫س‬ ‫سؤم‬ ‫ت‬ ‫اقفدت‬ ‫ال‬ ‫ةي‬ ‫طغ‬ ‫ت‬ ‫ل‬ ‫د‬ ‫وقنال‬ ‫ن‬ ‫م‬ ‫يفك‬ ‫ي‬ ‫ا‬ ‫م‬ ‫اه‬ ‫ي‬ ‫د‬ ‫ل‬ ‫ن‬ ‫أ‬ . ‫ة‬ ‫مد‬ ‫ا‬ ‫قال‬ ‫ؤب‬ ‫نت‬ ‫ال‬ ‫ة‬ ‫ر‬ ‫ت‬ ‫ف‬ ‫ل‬ ‫ال‬ ‫خ‬ ‫ةعقو‬ ‫ت‬ ‫م‬ ‫ال‬ 3
4 Ch5 Accounts Receivable Management ‫ت‬ ‫اض‬ ‫وب‬ ‫ق‬ ‫م‬ ‫ال‬ ‫ةراد‬ ‫إ‬ ‫ت‬ ‫ا‬ ‫ب‬ ‫اسح‬ • Most is paid by a third party payer making up about 75% of a health care providers current assets • Providers continuously face the problem of trying to control a largely external process in order to ensure the timely payment of accounts. • Timely and accurate billing is essential and an internal process • Aging schedule • Receivables as a percentage of revenue is a means to judge the management’s success in collecting revenues ‫نولك‬ ‫ش‬ ‫ي‬ ‫ث‬ ‫الث‬ ‫ف‬ ‫ر‬ ‫ط‬ ‫ع‬ ‫ف‬ ‫ا‬ ‫د‬ ‫ن‬ ‫م‬ ‫رث‬ ‫ك‬ ‫أ‬ ‫ع‬ ‫ف‬ ‫د‬ ‫ي‬ • ‫ةي‬ ‫حص‬ ‫ال‬ ‫ةي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫يمدق‬ ‫م‬ ‫ن‬ ‫م‬ ٪ 57 ‫يالوح‬ ‫ة‬ ‫ل‬ ‫وادت‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫دو‬ ‫ج‬ ‫ومال‬ ‫ة‬ ‫ل‬ ‫وا‬ ‫حم‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫ل‬ ‫ك‬ ‫شم‬ ‫ر‬ ‫ار‬ ‫م‬ ‫ت‬ ‫ساب‬ ‫ه‬ ‫ج‬ ‫او‬ ‫ت‬ ‫يمدق‬ ‫م‬ • ‫ر‬ ‫يب‬ ‫ك‬ ‫د‬ ‫ح‬ ‫ى‬ ‫إل‬ ‫ة‬ ‫ي‬ ‫جراخ‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫م‬ ‫ع‬ ‫ىل‬ ‫ع‬ ‫ة‬ ‫رط‬ ‫ي‬ ‫سلل‬ ‫بسا‬ ‫ن‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ق‬ ‫و‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ع‬ ‫ف‬ ‫د‬ ‫ال‬ ‫نام‬ ‫ض‬ ‫ل‬ ‫جأ‬ ‫ن‬ ‫م‬ .‫لل‬‫ح‬‫اس‬‫ب‬‫ا‬‫ت‬ ‫ة‬ ‫ق‬ ‫ي‬ ‫ق‬ ‫د‬ ‫و‬ ‫ب‬ ‫سا‬ ‫نمال‬ ‫ت‬ ‫ق‬ ‫و‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ر‬ ‫يت‬ ‫اوفال‬ • ‫ة‬ ‫ي‬ ‫لخا‬ ‫د‬ ‫ةي‬ ‫ل‬ ‫مع‬ ‫و‬ ‫ةي‬ ‫رورض‬ ‫ةخ‬ ‫و‬ ‫خي‬ ‫شال‬ ‫ي‬ ‫ن‬ ‫مز‬ ‫ال‬ ‫ل‬ ‫و‬ ‫دجال‬ • ‫تادار‬ ‫ي‬ ‫إلا‬ ‫ن‬ ‫م‬ ‫ة‬ ‫ي‬ ‫وئ‬ ‫م‬ ‫ةب‬ ‫س‬ ‫ن‬ ‫ك‬ ‫ة‬ ‫ني‬ ‫دمال‬ ‫م‬ ‫مذال‬ • ‫ي‬ ‫ف‬ ‫ةرادإل‬ ‫ا‬ ‫حاجن‬ ‫ىل‬ ‫ع‬ ‫م‬ ‫ك‬ ‫ح‬ ‫ل‬ ‫ل‬ ‫ة‬ ‫ل‬ ‫ي‬ ‫سو‬ ‫وه‬ ‫ت‬ ‫ا‬ ‫دار‬ ‫ي‬ ‫إلا‬ ‫ل‬ ‫ي‬ ‫ص‬ ‫حت‬ Fraud and Abuse ‫م‬ ‫ادختسا‬ ‫ةءاس‬ ‫إ‬ ‫و‬ ‫ال‬ ‫يت‬ ‫حالا‬ • Comply with laws and regulations related to patient billing, cost reporting , physician transactions and occupational health and safety to ensure fraud and abuse are eradicated. • HHS, CMS and OIG have programs and approaches to help minimize fraud and abuse as well as structure for compliance programs ‫ر‬ ‫يتاوفال‬ ‫ة‬ ‫لص‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ذ‬ ‫حئ‬ ‫ا‬ ‫ولال‬ ‫و‬ ‫ن‬ ‫ين‬ ‫ا‬ ‫و‬ ‫قلل‬ ‫ال‬ ‫ث‬ ‫ت‬ ‫مالا‬ • ‫تالما‬ ‫ع‬ ‫مال‬ ‫و‬ ، ‫ة‬ ‫ف‬ ‫لكت‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫ر‬ ‫اقت‬ ‫ال‬ ‫م‬ ‫ي‬ ‫دقت‬ ‫و‬ ، ‫ض‬ ‫ي‬ ‫رمال‬ ‫ن‬ ‫ا‬ ‫م‬ ‫ض‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫ن‬ ‫همال‬ ‫ةمالس‬ ‫ال‬ ‫و‬ ‫ة‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫و‬ ‫بي‬ ‫ب‬ ‫ط‬ ‫ال‬ . ‫ة‬ ‫ل‬ ‫م‬ ‫ا‬ ‫عمال‬ ‫ء‬ ‫وس‬ ‫و‬ ‫ال‬ ‫يت‬ ‫حال‬ ‫ا‬ ‫ىل‬ ‫ع‬ ‫ء‬ ‫اضقال‬ ‫ة‬ ‫ي‬ ‫في‬ ‫ظ‬ ‫وال‬ ‫و‬ ، ‫ة‬ ‫ي‬ ‫نا‬ ‫س‬ ‫ن‬ ‫إلا‬ ‫تامدخ‬ ‫ال‬ ‫و‬ ‫ةح‬ ‫ص‬ ‫ال‬ • ‫ج‬ ‫ه‬ ‫ان‬ ‫مو‬ ‫جم‬ ‫ار‬ ‫ب‬ ‫ا‬ ‫ه‬ ‫يد‬ ‫ل‬ ‫م‬ ‫ا‬ ‫عال‬ ‫ش‬ ‫تف‬ ‫م‬ ‫ال‬ ‫بت‬ ‫كمو‬ ‫كلذك‬ ‫و‬ ‫ء‬ ‫اد‬ ‫ت‬ ‫عال‬ ‫ا‬ ‫و‬ ‫ال‬ ‫ي‬ ‫ت‬ ‫حالا‬ ‫ل‬ ‫ي‬ ‫ل‬ ‫قت‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫د‬ ‫ع‬ ‫اسملل‬ ‫ال‬ ‫ث‬ ‫ت‬ ‫مالا‬ ‫جماربل‬ ‫لكيه‬ • Summary • Working capital is needed because it turns the capacity of a health care organization into services and revenues. • All health care organizations must have sufficient working capital available to meet everyday needs. • Working capital management strategies must chosen and utilized to meet the financial needs of the health care organization. ‫هن‬ ‫أل‬ ‫ل‬ ‫م‬ ‫اعال‬ ‫ال‬ ‫م‬ ‫ال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫ى‬ ‫إل‬ ‫ة‬ ‫ج‬ ‫ا‬ ‫ح‬ ‫كا‬ ‫ن‬ ‫ه‬ • ‫ي‬ ‫ف‬ ‫ة‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫ةي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ة‬ ‫مظنم‬ ‫ة‬ ‫ردق‬ ‫ل‬ ‫و‬ ‫ح‬ ‫ت‬ ‫ي‬ . ‫ت‬ ‫ا‬ ‫دار‬ ‫ي‬ ‫إلاو‬ ‫ت‬ ‫امدخال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ت‬ ‫ا‬ ‫سس‬ ‫ؤ‬ ‫م‬ ‫ع‬ ‫ي‬ ‫م‬ ‫ج‬ ‫ىل‬ ‫ع‬ ‫ب‬ ‫جي‬ • ‫ةحات‬ ‫م‬ ‫ال‬ ‫ا‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫ك‬ ‫ل‬ ‫م‬ ‫ا‬ ‫ع‬ ‫ال‬ ‫ال‬ ‫م‬ ‫ال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫ةي‬ ‫حصال‬ . ‫ة‬ ‫ي‬ ‫مو‬ ‫ي‬ ‫ال‬ ‫ت‬ ‫اجاي‬ ‫ت‬ ‫حالا‬ ‫ة‬ ‫يب‬ ‫ل‬ ‫ت‬ ‫ل‬ ‫ال‬ ‫مال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫ةراد‬ ‫إ‬ ‫ت‬ ‫ا‬ ‫ي‬ ‫جي‬ ‫ت‬ ‫ار‬ ‫ت‬ ‫سا‬ ‫ن‬ ‫أ‬ ‫ب‬ ‫جي‬ • ‫ت‬ ‫اجاي‬ ‫ت‬ ‫حال‬ ‫ا‬ ‫ة‬ ‫يب‬ ‫ل‬ ‫ت‬ ‫ل‬ ‫اه‬ ‫م‬ ‫ادختسا‬ ‫و‬ ‫را‬ ‫يت‬ ‫خا‬ ‫لم‬ ‫ا‬ ‫ع‬ ‫ال‬ . ‫ة‬ ‫ي‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫ةي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ة‬ ‫مظن‬ ‫م‬ ‫ل‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬
1 Ch6 The True Value of Money ‫د‬ ‫وقنل‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫ق‬ ‫ي‬ ‫قحال‬ ‫ةم‬ ‫ي‬ ‫قال‬ Learning Objectives • Explain why a dollar today is worth more than a dollar in the future. • Define the terms future value. • Calculate the future value of an amount and an annuity. ‫ن‬ ‫م‬ ‫رث‬ ‫ك‬ ‫أ‬ ‫قحت‬ ‫سي‬ ‫مو‬ ‫يال‬ ‫ر‬ ‫الو‬ ‫د‬ ‫ال‬ ‫اذا‬ ‫م‬ ‫ل‬ ‫ح‬ ‫رشا‬ • . ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫س‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫رالود‬ . ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ة‬ ‫مي‬ ‫قال‬ ‫ط‬ ‫و‬ ‫ر‬ ‫ش‬ ‫د‬ ‫ي‬ ‫دح‬ ‫ت‬ • . ‫ش‬ ‫اع‬ ‫م‬ ‫ال‬ ‫و‬ ‫ةي‬ ‫م‬ ‫ك‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ ‫ب‬ ‫ا‬ ‫سح‬ • The Time Value of Money ‫د‬ ‫وقنل‬ ‫ل‬ ‫ة‬ ‫ين‬ ‫مز‬ ‫ال‬ ‫ةم‬ ‫ي‬ ‫قال‬ • Consume Today or Tomorrow? -TVM is based on the belief that people prefer to consume goods today rather than wait to consume the same goods tomorrow. -An apple we can have today is more valuable to us than an apple we can have in one year. -Money has a time value because buying an apple today is more important than buying an apple in one year. - A dollar someone has today can be spent for consumption or loaned to earn interest -A dollar loaned earns interest that increases wealth and the ability to consume -The rate of interest determines the trade-off between consumption today and saving (investing) Time value of money : the concept that a dollar received today is worth more than a dollar received in the future. ‫د‬ ‫نت‬ ‫سي‬ -TVM ‫س‬ ‫ا‬ ‫ن‬ ‫ال‬ ‫ن‬ ‫أ‬ ‫ب‬ ‫د‬ ‫اقت‬ ‫عالا‬ ‫ىلع‬ ‫ر‬ ‫اظتن‬ ‫ال‬ ‫ا‬ ‫نم‬ ‫الدب‬ ‫موي‬ ‫ال‬ ‫ع‬ ‫ل‬ ‫س‬ ‫كال‬ ‫ه‬ ‫ت‬ ‫س‬ ‫ا‬ ‫ن‬ ‫ولض‬ ‫في‬ . ‫ا‬ ‫د‬ ‫غ‬ ‫ع‬ ‫ل‬ ‫س‬ ‫ال‬ ‫س‬ ‫ف‬ ‫ن‬ ‫كلهت‬ ‫س‬ ‫ت‬ ‫ىإل‬ ‫ةميق‬ ‫ر‬ ‫ث‬ ‫ك‬ ‫أ‬ ‫و‬ ‫ه‬ ‫موي‬ ‫ال‬ ‫ن‬ ‫و‬ ‫كي‬ ‫نأ‬ ‫نكمي‬ ‫انن‬ ‫إ‬ ‫ف‬ ‫ةحافت‬- ‫ي‬ ‫ف‬ ‫ن‬ ‫و‬ ‫كي‬ ‫نأ‬ ‫نكمي‬ ‫ان‬ ‫ن‬ ‫إ‬ ‫ف‬ ‫ة‬ ‫ح‬ ‫اف‬ ‫ت‬ ‫نم‬ ‫ان‬ ‫ل‬ ‫ة‬ ‫ب‬ ‫س‬ ‫ن‬ ‫الب‬ . ‫ةدحاو‬ ‫نس‬‫ة‬ ‫وه‬ ‫يال‬‫و‬‫م‬ ‫ال‬ ‫ت‬ ‫ف‬ ‫ا‬ ‫ح‬ ‫ارشل‬‫ء‬ ‫تقوال‬ ‫يق‬‫م‬‫ة‬ ‫هل‬ ‫المال‬ - . ‫ة‬ ‫دح‬ ‫ا‬ ‫و‬ ‫ة‬ ‫ن‬ ‫س‬ ‫ي‬ ‫ف‬ ‫ح‬ ‫افت‬ ‫ال‬ ‫ءار‬ ‫ش‬ ‫نم‬ ‫ة‬ ‫ي‬ ‫م‬ ‫ه‬ ‫أ‬ ‫ر‬ ‫ث‬ ‫كأ‬ ‫رالودال‬ ‫صخ‬ ‫ش‬ ‫ق‬ ‫فني‬ ‫نأ‬ ‫نكمي‬ ‫موي‬ ‫ال‬ ‫و‬ - ‫ة‬ ‫د‬ ‫ئافال‬ ‫ب‬ ‫س‬ ‫كل‬ ‫ة‬ ‫ر‬ ‫ا‬ ‫عإ‬ ‫و‬ ‫أ‬ ‫كال‬ ‫ه‬ ‫ت‬ ‫سالل‬ ‫ي‬ ‫ز‬ ‫ي‬ ‫د‬ ‫ال‬ ‫ت‬ ‫ي‬ ‫فال‬‫ا‬‫ئ‬‫د‬‫ة‬ ‫ي‬ ‫ك‬ ‫س‬ ‫ب‬ ‫نيراعمال‬ ‫رالودال‬ - ‫ك‬ ‫ل‬ ‫ه‬ ‫ت‬ ‫ست‬ ‫ىل‬ ‫ع‬ ‫ة‬ ‫ر‬ ‫دقال‬ ‫و‬ ‫ة‬ ‫و‬ ‫ر‬ ‫ث‬ ‫ال‬ ‫كال‬ ‫ه‬ ‫ت‬ ‫س‬ ‫الا‬ ‫ن‬ ‫ي‬ ‫ب‬ ‫ة‬ ‫ل‬ ‫ض‬ ‫اف‬ ‫مال‬ ‫ددح‬ ‫ي‬ ‫ة‬ ‫دئافال‬ ‫رعس‬ - ) ‫ر‬ ‫ا‬ ‫م‬ ‫ثت‬ ‫سال‬ ‫ا‬ ( ‫ذا‬ ‫ق‬ ‫ن‬ ‫إ‬ ‫و‬ ‫موي‬ ‫ال‬ ‫رال‬ ‫و‬ ‫د‬ ‫ال‬ ‫ن‬ ‫أ‬ ‫م‬ ‫وهف‬ ‫م‬ : ‫د‬ ‫وقنل‬ ‫ل‬ ‫ة‬ ‫ين‬ ‫مز‬ ‫ال‬ ‫ةم‬ ‫ي‬ ‫قال‬ ‫رال‬ ‫و‬ ‫د‬ ‫ن‬ ‫م‬ ‫رث‬ ‫ك‬ ‫أ‬ ‫اه‬ ‫ت‬ ‫م‬ ‫ي‬ ‫ق‬ ‫غ‬ ‫ل‬ ‫ب‬ ‫ت‬ ‫مو‬ ‫يال‬ ‫ىق‬ ‫لت‬ . ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ي‬ ‫ف‬ ‫ت‬ ‫درو‬ • Future Value versus Present Value -Cash-flows are evaluated based on future value or present value. -Future value measures what cash-flows are worth after a certain amount of time has passed. -Present value measures what future cash-flows are worth before a certain amount of time has passed ‫ة‬ ‫ي‬ ‫ال‬ ‫ح‬ ‫ال‬ ‫ةم‬ ‫ي‬ ‫قال‬ ‫لب‬ ‫اق‬ ‫م‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ • ‫ةم‬ ‫ي‬ ‫قال‬ ‫ساس‬ ‫أ‬ ‫ىل‬ ‫ع‬ ‫ة‬ ‫ي‬ ‫دقنال‬ ‫تاقف‬ ‫د‬ ‫ت‬ ‫ال‬ ‫م‬ ‫يي‬ ‫ق‬ ‫ت‬ ‫م‬ ‫ت‬ ‫ي‬ .- ‫ة‬ ‫ي‬ ‫ال‬ ‫حال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ ‫و‬ ‫أ‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫قتسمال‬ ‫ة‬ ‫يدقنال‬ ‫تاقف‬ ‫د‬ ‫ت‬ ‫ال‬ ‫ا‬ ‫م‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫قت‬ ‫سمال‬ ‫ةميقال‬ ‫س‬ ‫ي‬ ‫ياق‬ ‫م‬ - . ‫نمزال‬ ‫نم‬ ‫ة‬ ‫ني‬ ‫عم‬ ‫ة‬ ‫ر‬ ‫ت‬ ‫ف‬ ‫ر‬ ‫و‬ ‫ر‬ ‫م‬ ‫د‬ ‫عب‬ ‫ق‬ ‫ح‬ ‫ت‬ ‫ست‬ ‫يتال‬ ‫تاقف‬ ‫د‬ ‫ت‬ ‫ال‬ ‫ق‬ ‫حت‬ ‫س‬ ‫ت‬ ‫ا‬ ‫م‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫حال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ ‫ر‬ ‫ي‬ ‫ب‬ ‫اد‬ ‫ت‬ ‫ال‬ - ‫د‬ ‫ق‬ ‫ت‬ ‫ق‬ ‫و‬ ‫ال‬ ‫نم‬ ‫ان‬ ‫ي‬ ‫عم‬ ‫ا‬ ‫ر‬ ‫د‬ ‫ق‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫قت‬ ‫س‬ ‫مال‬ ‫ة‬ ‫يدقنال‬ ‫رم‬ • Future Value versus Present Value: -Compounding is the process of increasing cash-flows to a future value. Discounting is the process of reducing future cash- flows to a present value. : ‫ة‬ ‫ي‬ ‫الحال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ ‫ل‬ ‫ب‬ ‫اق‬ ‫م‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ ‫ت‬ ‫اق‬ ‫ف‬ ‫د‬ ‫ت‬ ‫ال‬ ‫ةدا‬ ‫ي‬ ‫ز‬ ‫ةي‬ ‫ل‬ ‫م‬ ‫ع‬ ‫و‬ ‫ه‬ ‫ف‬ ‫عاض‬ ‫ي‬ ‫ام‬ ‫مو‬ . ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ة‬ ‫مي‬ ‫قال‬ ‫ىإل‬ ‫ة‬ ‫ي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫ت‬ ‫اقفدتال‬ ‫ن‬ ‫م‬ ‫د‬ ‫حلل‬ ‫ةي‬ ‫ل‬ ‫م‬ ‫ع‬ ‫و‬ ‫ه‬ ‫مصخ‬ . ‫ة‬ ‫ي‬ ‫الحال‬ ‫ةم‬ ‫ي‬ ‫قلل‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ Future Value ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ What a dollar invested today will be worth in the future depends on: • Length of the investment period • Method to calculate interest • Interest rate • 2 types of methods to calculate interest: • Simple method-calculated only on the original principal each year. • Compound interest-calculated on both the original principal and on any accumulated interest earned up to that point. • Future value implies the compound method. • Interest rate: • Simple interest: is paid on the original principal each year. • Compound interest: consist of both simple ‫ن‬ ‫م‬ ‫ن‬ ‫و‬ ‫كي‬ ‫ف‬ ‫و‬ ‫س‬ ‫م‬ ‫ويال‬ ‫رم‬ ‫ثت‬ ‫سي‬ ‫رال‬ ‫و‬ ‫د‬ ‫ا‬ ‫م‬ • : ‫ىل‬ ‫ع‬ ‫دم‬ ‫ت‬ ‫عي‬ ‫لب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ي‬ ‫ف‬ ‫د‬ ‫ي‬ ‫ف‬ ‫م‬ ‫ال‬ ‫را‬ ‫م‬ ‫ثت‬ ‫سالا‬ ‫ة‬ ‫ر‬ ‫ت‬ ‫ف‬ ‫ل‬ ‫و‬ ‫ط‬ • ‫ة‬ ‫د‬ ‫ئ‬ ‫افال‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫ة‬ ‫ق‬ ‫ي‬ ‫رط‬ • ‫ة‬ ‫د‬ ‫ئ‬ ‫افال‬ ‫رعس‬ • : ‫ةدئافال‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫ل‬ ‫بي‬ ‫الس‬ ‫أ‬ ‫ن‬ ‫م‬ ‫عاو‬ ‫ن‬ ‫أ‬ 2 • ‫أد‬ ‫ب‬ ‫م‬ ‫ىل‬ ‫ع‬ ‫ط‬ ‫قف‬ ‫ط‬ ‫ي‬ ‫سب‬ ‫ب‬ ‫ا‬ ‫س‬ ‫ت‬ ‫حا‬ ‫ة‬ ‫ق‬ ‫ي‬ ‫رط‬ • . ‫ة‬ ‫ن‬ ‫س‬ ‫لك‬ ‫يلصألا‬ ‫ن‬ ‫م‬ ‫ل‬ ‫ك‬ ‫ى‬ ‫لع‬ ‫ة‬ ‫ب‬ ‫كر‬ ‫م‬ ‫ال‬ ‫ة‬ ‫د‬ ‫ئ‬ ‫افال‬ ‫ة‬ ‫ب‬ ‫و‬ ‫سحم‬ • ‫ةم‬ ‫ك‬ ‫ار‬ ‫ت‬ ‫م‬ ‫ال‬ ‫د‬ ‫ئ‬ ‫او‬ ‫ف‬ ‫ال‬ ‫يأ‬ ‫ى‬ ‫ل‬ ‫ع‬ ‫و‬ ‫يلصأل‬ ‫ا‬ ‫لكوم‬ ‫ال‬ . ‫ت‬ ‫ق‬ ‫و‬ ‫ال‬ ‫ك‬ ‫ل‬ ‫ذ‬ ‫ى‬ ‫ت‬ ‫ح‬ ‫ة‬ ‫ب‬ ‫س‬ ‫ت‬ ‫ك‬ ‫م‬ ‫ال‬ ‫ع‬ ‫م‬ ‫جمال‬ ‫ة‬ ‫ق‬ ‫ي‬ ‫رط‬ ‫ي‬ ‫ن‬ ‫عت‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ : ‫ة‬ ‫د‬ ‫ئ‬ ‫افال‬ ‫رعس‬ • ‫ل‬ ‫ك‬ ‫يل‬ ‫ص‬ ‫أل‬ ‫ا‬ ‫أد‬ ‫ب‬ ‫م‬ ‫ىل‬ ‫ع‬ ‫ع‬ ‫ف‬ ‫د‬ ‫ت‬ : ‫ةطي‬ ‫سب‬ ‫ةدئا‬ ‫ف‬ • .‫ةنس‬
Ch6 Future Value and Compounding ‫ف‬ ‫ع‬ ‫اض‬ ‫ي‬ ‫امم‬ ‫و‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ • Future Value Equation: Future value= present value x future value factor • The general equation to find a future value: FV  PV x (1  i)n n where:  FVn = future value of investment at end of period n  PV = original principle (P0) or present value  i = the rate of interest per period  n = the number of periods, often in years  The term (1+ i)n is the future value factor (FVF) : ‫ة‬ ‫لدا‬ ‫عمال‬ ‫ةميقال‬ ‫لب‬ ‫قتسم‬ • ‫ر‬ ‫وتكا‬ ‫ف‬ ‫سك‬ ‫إ‬ ‫ة‬ ‫ي‬ ‫الح‬ ‫ال‬ ‫ةميقال‬ = ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫قتسمال‬ ‫ةميقال‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫قتسمال‬ ‫ةميقال‬ : ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ةميقال‬ ‫داجيإل‬ ‫ةماعال‬ ‫ة‬ ‫لدا‬ ‫عمال‬ • :‫نيأ‬ •FVn ‫ةياهن‬ ‫ف‬ ‫ي‬ ‫تسالل‬‫ث‬‫م‬‫ا‬‫ر‬ ‫ال‬ ‫م‬ ‫س‬ ‫ت‬ ‫ق‬ ‫ب‬ ‫ل‬ ‫ي‬ ‫ة‬ ‫يقال‬‫م‬‫ة‬ = ‫ن‬ ‫ة‬ ‫ر‬ ‫ت‬ ‫فال‬ •PV( ‫ا‬‫أل‬‫لص‬‫ي‬ ‫أدبمال‬ = P0 ‫ةيالحال‬ ‫يقال‬‫م‬‫ة‬ ‫وأ‬ ) ‫ة‬ ‫ر‬ ‫ت‬ ‫ف‬ ‫لك‬ ‫ل‬ ‫ة‬ ‫دئ‬ ‫ا‬ ‫فال‬ ‫لد‬ ‫عم‬ = ‫•ط‬ ‫ي‬ ‫ف‬ ‫نا‬ ‫ي‬ ‫حألا‬ ‫نم‬ ‫ر‬ ‫يث‬ ‫ك‬ ‫ي‬ ‫ف‬ ، ‫ت‬ ‫ا‬ ‫ر‬ ‫ت‬ ‫فال‬ ‫دد‬ ‫ع‬ = ‫•ن‬ ‫نسال‬‫و‬‫ا‬‫ت‬ ‫ةمي‬ ‫ق‬ ‫ال‬ ‫لما‬ ‫ع‬ ‫و‬ ‫ه‬ ‫ن‬ ) ‫ط‬+1( ‫حل‬ ‫ط‬ ‫ص‬ ‫م‬ • ( ‫تسمال‬‫ق‬‫ب‬‫ل‬‫ي‬‫ة‬FVF) • Compounding More Than Once a Year • The more frequently interest is compounded, the larger the future value of $1 at the end of a given time period. • If compounding occurs m times within a period, the future value equation becomes: FV PV x (1 i m)mn n • Where i= annual interest rate, m= number of times per year that compounding occurs (e.g.: m= 4 for quarterly, m= 12 for monthly) And n = numbers of years. ‫ةن‬ ‫سال‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫دحا‬ ‫و‬ ‫ةر‬ ‫م‬ ‫ن‬ ‫م‬ ‫رث‬ ‫ك‬ ‫أ‬ ‫د‬ ‫ي‬ ‫زي‬ ‫ام‬ ‫مو‬ • ، ‫نايحألا‬ ‫نم‬ ‫ك‬ ‫ث‬ ‫ي‬ ‫ر‬ ‫ف‬ ‫ي‬ ‫أ‬‫ك‬‫ث‬‫ر‬ ‫فال‬‫ا‬‫ئ‬ ‫د‬‫ة‬ ‫و‬ ‫ت‬ ‫ت‬ ‫ف‬ ‫ا‬ ‫ق‬ ‫م‬ • ‫ة‬ ‫ي‬ ‫اه‬ ‫ن‬ ‫ي‬ ‫ف‬ $ 1 ‫ن‬ ‫م‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫م‬ ‫ي‬ ‫ق‬ ‫ر‬ ‫ب‬ ‫ك‬ ‫أ‬ ‫و‬ . ‫ةني‬ ‫عم‬ ‫ة‬ ‫ين‬ ‫م‬ ‫ز‬ ‫ةرتف‬ ‫نو‬ ‫ضغ‬ ‫ي‬ ‫ف‬ ‫ر‬ ‫ت‬ ‫م‬ ‫ت‬ ‫ارم‬ ‫ف‬ ‫عاض‬ ‫ي‬ ‫ث‬ ‫د‬ ‫ح‬ ‫اذإ‬ • : ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫س‬ ‫م‬ ‫ال‬ ‫ةم‬ ‫ي‬ ‫قال‬ ‫ة‬ ‫لدا‬ ‫ع‬ ‫م‬ ‫ال‬ ‫ح‬ ‫ب‬ ‫ص‬ ‫ت‬ ، ‫ةرت‬ ‫ف‬ ‫=ددع‬ ‫م‬ ، ‫يونسال‬ ‫فال‬‫ا‬‫ئ‬ ‫د‬‫ة‬ ‫لدعم‬ = ‫ط‬ ‫أ‬‫ي‬‫ن‬ • ‫ل‬ ‫يب‬ ‫س‬ ‫ى‬ ‫ل‬ ‫ع‬ ( ‫ث‬ ‫د‬ ‫حي‬ ‫ف‬ ‫ع‬ ‫اض‬ ‫ي‬ ‫ن‬ ‫أ‬ ‫ا‬ ‫ي‬ ‫ون‬ ‫س‬ ‫تارم‬ 12 = ‫م‬ ، ‫رهشأ‬ ‫ة‬ ‫ث‬ ‫ال‬ ‫ث‬ ‫ل‬ 4 = ‫م‬: ‫ال‬ ‫ث‬ ‫م‬ ‫ال‬ . ‫ت‬ ‫ا‬ ‫ونسال‬ ‫دد‬ ‫ع‬ = ‫ن‬ ‫و‬ )‫يرهشل‬ Present Value and Discounting ‫م‬ ‫ص‬ ‫خو‬ ‫ةي‬ ‫الحال‬ ‫ةم‬ ‫ي‬ ‫قال‬ • Present Value Equation • Present value = future value x present value factor • General equation to find present value • This is discounting and the interest rate i is called the discount rate. • Present value (PV) is often referred to as the discounted value of future cash- flows. PV  F V   1  n  n  (1  i)  ‫ةي‬ ‫الح‬ ‫ال‬ ‫ة‬ ‫ل‬ ‫داع‬ ‫م‬ ‫ال‬ ‫ةم‬ ‫ي‬ ‫قال‬ • ‫س‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ة‬ ‫مي‬ ‫قال‬ = ‫ة‬ ‫ي‬ ‫الح‬ ‫ال‬ ‫ةم‬ ‫ي‬ ‫قال‬ • ‫ةي‬ ‫الح‬ ‫ال‬ ‫ةم‬ ‫ي‬ ‫قال‬ ‫لم‬ ‫ا‬ ‫ع‬ ‫يالحال‬‫ة‬ ‫يقال‬‫م‬‫ة‬ ‫داجيإل‬ ‫ةماعال‬ ‫ةلداعمال‬ • ‫ىل‬ ‫ع‬ ‫ةدئ‬ ‫ا‬ ‫فال‬ ‫ر‬ ‫ع‬ ‫س‬ ‫ط‬ ‫ى‬ ‫مس‬ ‫ي‬ ‫و‬ ‫م‬ ‫ص‬ ‫خ‬ ‫و‬ ‫ه‬ ‫اذه‬ • . ‫مص‬ ‫خ‬ ‫ال‬ ‫(رعس‬ ‫يالحال‬‫ة‬ ‫يقال‬‫م‬‫ة‬ •PV ‫يإل‬‫ه‬‫ا‬ ‫اشي‬‫ر‬ ‫ام‬ ‫بالغ‬‫ا‬ ) ‫ت‬ ‫اق‬ ‫فد‬ ‫ت‬ ‫ال‬ ‫ن‬ ‫م‬ ‫ة‬ ‫م‬ ‫و‬ ‫ص‬ ‫خ‬ ‫م‬ ‫ال‬ ‫ةم‬ ‫ي‬ ‫قال‬ ‫اه‬ ‫ن‬ ‫أ‬ ‫ىلع‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ة‬ ‫ي‬ ‫دق‬ ‫ن‬ ‫ال‬ Future and Present Values of Annuities ‫ت‬ ‫ا‬ ‫شاع‬ ‫م‬ ‫لال‬ ‫ل‬ ‫ةي‬ ‫الحالو‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫م‬ ‫ي‬ ‫قال‬ -The earlier discussion of present and future values show how a single amount invested today grow over time and how a single amount to be received in the future is discounted to today dollars. But some times instead of a single amount, there is a series of payments called an annuity. • Annuity- A series of equal payment made or received at regular time intervals. • Ordinary Annuity- A series of equal annuity payments made or received at the end of each period. • Annuity Due- Cash flows occur at the beginning of a period. ‫و‬ ‫ال‬ ‫م‬ ‫س‬ ‫ت‬ ‫ق‬ ‫ب‬ ‫ل‬ ‫ي‬ ‫ة‬ ‫يالحال‬‫ة‬ ‫ال‬ ‫ق‬ ‫ي‬ ‫م‬ ‫نم‬ ‫اسال‬ ‫ب‬‫ق‬‫ة‬ ‫نمال‬‫ا‬‫ق‬‫ةش‬ ‫ع‬ ‫م‬ ‫و‬ ‫م‬ ‫ن‬ ‫ت‬ ‫موي‬ ‫ال‬ ‫تر‬ ‫م‬ ‫ثت‬ ‫س‬ ‫ا‬ ‫دح‬ ‫ا‬ ‫و‬ ‫غ‬ ‫ل‬ ‫ب‬ ‫م‬ ‫ف‬ ‫ي‬ ‫ك‬ ‫ن‬ ‫يب‬ ‫ت‬ ‫لص‬ ‫ت‬ ‫نأ‬ ‫ى‬ ‫ل‬ ‫ع‬ ‫دحا‬ ‫و‬ ‫غ‬ ‫ل‬ ‫ب‬ ‫م‬ ‫ف‬ ‫ي‬ ‫ك‬ ‫و‬ ، ‫ت‬ ‫ق‬ ‫وال‬ ‫ر‬ ‫و‬ ‫ر‬ ‫م‬ ‫نكل‬ . ‫مو‬ ‫يال‬ ‫ت‬ ‫ا‬ ‫رالود‬ ‫ىإل‬ ‫م‬ ‫ص‬ ‫خ‬ ‫م‬ ‫ت‬ ‫ي‬ ‫لب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫يف‬ ‫كان‬ ‫ه‬ ‫و‬ ، ‫د‬ ‫حاو‬ ‫غ‬ ‫ل‬ ‫ب‬ ‫م‬ ‫نم‬ ‫الدب‬ ‫ن‬ ‫ا‬ ‫ي‬ ‫حألا‬ ‫ضع‬ ‫ب‬ ‫يف‬ . ‫يون‬ ‫س‬ ‫ا‬ ‫عد‬ ‫ت‬ ‫ا‬ ‫عفد‬ ‫ال‬ ‫نم‬ ‫ة‬ ‫ل‬ ‫س‬ ‫ل‬ ‫س‬ ‫وأ‬ ‫اهؤارجإ‬ ‫ةاواسمال‬ ‫د‬ ‫ف‬ ‫ع‬ ‫نم‬ ‫س‬ ‫ل‬ ‫س‬ ‫ل‬ ‫ة‬ - ‫•شاعمال‬ . ‫ةمظ‬ ‫ت‬ ‫ن‬ ‫م‬ ‫ة‬ ‫ي‬ ‫ن‬ ‫مز‬ ‫ت‬ ‫ارتف‬ ‫ىل‬ ‫ع‬ ‫اه‬ ‫مالتسا‬ ‫ت‬ ‫ا‬ ‫ع‬ ‫وفدمال‬ ‫نم‬ ‫ة‬ ‫ل‬ ‫س‬ ‫ل‬ ‫س‬ - ‫يدا‬ ‫عال‬ ‫شاع‬ ‫مال‬ • ‫ةياهن‬ ‫ف‬ ‫ي‬ ‫اهمالتسا‬ ‫وأ‬ ‫اهؤارجإ‬ ‫تم‬‫س‬‫ا‬‫و‬‫ي‬‫ة‬ ‫نسال‬‫و‬‫ي‬‫ة‬ . ‫ة‬ ‫ر‬ ‫ت‬ ‫ف‬ ‫لك‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫ي‬ ‫د‬ ‫ق‬ ‫ن‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫قفد‬ ‫ت‬ ‫ال‬ ‫ث‬ ‫د‬ ‫حت‬ - ‫ب‬ ‫ج‬ ‫اوال‬ ‫شاع‬ ‫مال‬ • . ‫ة‬ ‫ر‬ ‫ت‬ ‫فال‬ ‫ة‬ ‫ي‬ ‫ادب‬ 2
3 Ch6 • Future value of an annuity-What an equal series of payments will be worth at some future date. • Future Value Factor of an Annuity (FVFA)- A factor that when multiplied by a stream of equal payments equals the future value of that stream • Future Value of an Annuity Table- Table of factors that shows the future value of equal flows at the end of each period, given a particular interest rate. ‫ن‬ ‫م‬ ‫ا‬ ‫هل‬ ‫اي‬ ، ‫ش‬ ‫ا‬ ‫ع‬ ‫م‬ ‫لال‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ • ‫نوك‬ ‫ي‬ ‫ف‬ ‫و‬ ‫س‬ ‫ت‬ ‫ا‬ ‫ع‬ ‫وفدمال‬ ‫ن‬ ‫م‬ ‫ة‬ ‫ي‬ ‫وا‬ ‫س‬ ‫ت‬ ‫م‬ ‫ة‬ ‫لسلس‬ . ‫ق‬ ‫ح‬ ‫ال‬ ‫خ‬ ‫ي‬ ‫رات‬ ‫ض‬ ‫عب‬ ‫ي‬ ‫ف‬ ‫د‬ ‫ي‬ ‫ف‬ ‫م‬ ‫ال‬ ‫ن‬ ‫م‬ ‫ش‬ ‫اع‬ ‫م‬ ‫ال‬ ‫ن‬ ‫م‬ ‫ل‬ ‫م‬ ‫ا‬ ‫ع‬ ‫ة‬ ‫م‬ ‫ي‬ ‫ق‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سم‬ • (FVFA- ‫ل‬ ‫م‬ ‫ا‬ ‫ع‬ )A ‫ب‬ ‫ر‬ ‫ض‬ ‫امد‬ ‫ن‬ ‫ع‬ ‫هن‬ ‫أ‬ ‫ةم‬ ‫ي‬ ‫قال‬ ‫ي‬ ‫وا‬ ‫سي‬ ‫ةي‬ ‫وا‬ ‫س‬ ‫ت‬ ‫م‬ ‫ت‬ ‫اع‬ ‫فد‬ ‫ن‬ ‫م‬ ‫را‬ ‫ي‬ ‫ت‬ ‫قف‬ ‫دال‬ ‫اذ‬ ‫ه‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫لو‬ ‫د‬ ‫ج‬ - ‫ش‬ ‫ا‬ ‫ع‬ ‫م‬ ‫ال‬ ‫ل‬ ‫و‬ ‫دج‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ • ‫ت‬ ‫ا‬ ‫قفد‬ ‫ت‬ ‫لل‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫س‬ ‫مال‬ ‫ةم‬ ‫ي‬ ‫قال‬ ‫ن‬ ‫يب‬ ‫ت‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫لم‬ ‫اوعال‬ ‫رعسل‬ ‫ا‬ ‫رظن‬ ، ‫ةرت‬ ‫ف‬ ‫لك‬ ‫ة‬ ‫ي‬ ‫اه‬ ‫ن‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫ي‬ ‫وا‬ ‫س‬ ‫ت‬ ‫م‬ . ‫ن‬ ‫ي‬ ‫عم‬ ‫ةدئافال‬ More on Annuities • Present Value of an Annuity-What the series of payments in the future is worth today. • Present Value Factor of an Annuity (PVFA)- A factor that when multiplied by a stream of equal payments equals the present value of that stream. • Present Value of an Annuity Table- Table of factors that shows the value today of equal flows at the end of each future period, given a particular interest rate. ‫ة‬ ‫لسل‬ ‫س‬ ‫و‬ ‫ه‬ ‫ا‬ ‫م‬ - ‫ش‬ ‫اع‬ ‫م‬ ‫ال‬ ‫ن‬ ‫م‬ ‫ة‬ ‫ي‬ ‫الح‬ ‫ال‬ ‫ةم‬ ‫ي‬ ‫قال‬ • . ‫مو‬ ‫يال‬ ‫قحت‬ ‫سي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ي‬ ‫ف‬ ‫ت‬ ‫اع‬ ‫ف‬ ‫دال‬ ‫ن‬ ‫م‬ ‫ن‬ ‫م‬ ‫ل‬ ‫م‬ ‫ا‬ ‫ع‬ ‫ةم‬ ‫ي‬ ‫ق‬ ‫ر‬ ‫ض‬ ‫احال‬ ‫تق‬ ‫وال‬ ‫ي‬ ‫ف‬ • ( ‫ش‬ ‫اع‬ ‫م‬ ‫ال‬ PVFA ‫ي‬ ‫ت‬ ‫ال‬ ‫ل‬ ‫م‬ ‫اوعال‬ ‫ن‬ ‫مو‬ - ) ‫ة‬ ‫يو‬ ‫است‬ ‫م‬ ‫ت‬ ‫ا‬ ‫عف‬ ‫د‬ ‫ن‬ ‫م‬ ‫را‬ ‫ي‬ ‫ت‬ ‫ب‬ ‫رض‬ ‫امد‬ ‫ن‬ ‫ع‬ . ‫ق‬ ‫ف‬ ‫دال‬ ‫ا‬ ‫ذه‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫الحال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ ‫ي‬ ‫وا‬ ‫سي‬ ‫لودج‬- ‫شاعمال‬ ‫لودجل‬ ‫يالحال‬‫ة‬ ‫يقال‬‫م‬‫ة‬ • ‫ت‬ ‫اقفدتال‬ ‫ن‬ ‫م‬ ‫مو‬ ‫ي‬ ‫ال‬ ‫ةم‬ ‫ي‬ ‫ق‬ ‫ن‬ ‫ي‬ ‫ب‬ ‫ت‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫لم‬ ‫ا‬ ‫وعال‬ ‫ارظن‬ ، ‫ةل‬ ‫ب‬ ‫قم‬ ‫ةرت‬ ‫ف‬ ‫لك‬ ‫ة‬ ‫ي‬ ‫اه‬ ‫ن‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫ي‬ ‫وا‬ ‫س‬ ‫ت‬ ‫م‬ . ‫ن‬ ‫ي‬ ‫عم‬ ‫ةدئافال‬ ‫رعسل‬ Values of Perpetuities Perpetuities‫ميق‬ • Perpetuity- A stream of equal cash flows that goes on forever. • Preferred stock and some bonds are perpetuities. • Equation for the present value of a perpetuity can be derived from the present value of an annuity equation. • Amount of perpetuity equation: Amount of perpetuity= initial investment x interest rate ‫ة‬ ‫ي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫قفد‬ ‫تال‬ ‫ن‬ ‫م‬ ‫را‬ ‫ي‬ ‫ت‬ ‫كا‬ ‫ن‬ ‫ه‬ ‫و‬ - ‫ة‬ ‫ي‬ ‫د‬ ‫ب‬ ‫ألا‬ • . ‫د‬ ‫ب‬ ‫ألا‬ ‫ىإل‬ ‫بهذ‬ ‫ي‬ ‫ن‬ ‫أ‬ ‫ة‬ ‫ي‬ ‫وا‬ ‫س‬ ‫ت‬ ‫م‬ ‫تاد‬ ‫ن‬ ‫س‬ ‫ال‬ ‫ضع‬ ‫ب‬ ‫و‬ ‫م‬ ‫ه‬ ‫سألا‬ ‫ل‬ ‫ضف‬ ‫ي‬ • ‫و‬perpetuities. ‫د‬ ‫ب‬ ‫ألال‬ ‫ل‬ ‫ةي‬ ‫الحال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قلل‬ ‫ة‬ ‫ل‬ ‫داع‬ ‫م‬ ‫ق‬ ‫اق‬ ‫ت‬ ‫شا‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ • . ‫ش‬ ‫اع‬ ‫م‬ ‫ال‬ ‫ة‬ ‫لدا‬ ‫ع‬ ‫م‬ ‫ل‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫الحال‬ ‫ةم‬ ‫ي‬ ‫قال‬ ‫ن‬ ‫م‬ : ‫د‬ ‫ب‬ ‫ألا‬ ‫ة‬ ‫لدا‬ ‫ع‬ ‫م‬ ‫ة‬ ‫ي‬ ‫مك‬ • ‫را‬ ‫م‬ ‫ثت‬ ‫سا‬ ‫يلوأل‬ ‫ا‬ ‫ةدئافال‬ ‫ر‬ ‫ع‬ ‫س‬ = ‫د‬ ‫ب‬ ‫ألا‬ ‫ة‬ ‫ي‬ ‫مك‬ ‫س‬ Future and Present Value Calculations and Excel Functions for Special Situations ‫فئ‬ ‫ا‬ ‫ظو‬ ‫ت‬ ‫ا‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫ةي‬ ‫الحال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ ‫و‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫س‬ ‫مال‬ Excel ‫ةصاخ‬ ‫تالاحل‬ • The more frequent the compounding for any given interest level and time period, the higher the future value. • In the Excel RATE and NPER functions, the Payment box or loan payment box must be a negative value to represent cash outflows ‫ى‬ ‫وت‬ ‫سم‬ ‫ي‬ ‫أل‬ ‫ف‬ ‫ع‬ ‫اض‬ ‫ي‬ ‫ار‬ ‫ت‬ ‫او‬ ‫ت‬ ‫رث‬ ‫ك‬ ‫أو‬ • ‫عا‬ ‫ف‬ ‫ت‬ ‫را‬ ‫و‬ ، ‫ة‬ ‫ين‬ ‫مز‬ ‫ال‬ ‫ة‬ ‫ر‬ ‫ت‬ ‫فال‬ ‫و‬ ، ‫ة‬ ‫ني‬ ‫عم‬ ‫ة‬ ‫حلص‬ ‫م‬ . ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ ‫و‬ ‫لد‬ ‫عم‬ ‫لسك‬ ‫ا‬ ‫ف‬ ‫ئ‬ ‫ا‬ ‫ظ‬ ‫و‬ ‫يف‬ •NPER ‫نأ‬ ‫بج‬ ‫ي‬ ، ‫ة‬ ‫م‬ ‫ي‬ ‫ق‬ ‫ع‬ ‫ف‬ ‫د‬ ‫قو‬ ‫د‬ ‫ن‬ ‫ص‬ ‫ض‬ ‫رق‬ ‫و‬ ‫أ‬ ‫ع‬ ‫ف‬ ‫د‬ ‫ال‬ ‫ع‬ ‫ب‬ ‫رم‬ ‫ن‬ ‫و‬ ‫كي‬ ‫ة‬ ‫يدقن‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫قفد‬ ‫ت‬ ‫ال‬ ‫لي‬ ‫ث‬ ‫م‬ ‫ت‬ ‫ل‬ ‫ة‬ ‫ب‬ ‫الس‬ Summary • Future values determine the value of dollar payments in the future • Present value indicates the current value of future dollars • Formulas are used to calculate both future and present values • All calculations can be made using tables or spreadsheets ‫ت‬ ‫ا‬ ‫ع‬ ‫و‬ ‫ف‬ ‫دمال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫ق‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫س‬ ‫م‬ ‫ال‬ ‫م‬ ‫ي‬ ‫قال‬ • ‫ددحت‬ ‫لب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ي‬ ‫ف‬ ‫رالودالب‬ ‫يالحال‬‫ة‬ ‫يقال‬‫م‬‫ة‬ ‫ىإل‬ ‫ت‬ ‫ش‬ ‫ي‬ ‫ر‬ ‫يالحال‬‫ة‬ ‫يقال‬‫م‬‫ة‬ • ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫س‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫رالودلل‬ ‫م‬ ‫ي‬ ‫ق‬ ‫ال‬ ‫ن‬ ‫م‬ ‫ل‬ ‫ك‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫ل‬ ‫غ‬ ‫ي‬ ‫ص‬ ‫ال‬ • ‫مدخ‬ ‫ت‬ ‫س‬ ‫ت‬ ‫و‬ ‫ر‬ ‫ض‬ ‫ا‬ ‫حالو‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫مادخ‬ ‫ت‬ ‫س‬ ‫ا‬ ‫ب‬ ‫ا‬ ‫ه‬ ‫ؤ‬ ‫ا‬ ‫رجإ‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ ‫ت‬ ‫ا‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫ال‬ ‫ع‬ ‫ي‬ ‫مج‬ • ‫ت‬ ‫ا‬ ‫ن‬ ‫ا‬ ‫يب‬ ‫ال‬ ‫ل‬ ‫وا‬ ‫د‬ ‫ج‬ ‫و‬ ‫أ‬ ‫ل‬ ‫و‬ ‫ادجال‬
CH7 The Investment Decision ‫را‬ ‫م‬ ‫ثت‬ ‫سالا‬ ‫رارق‬ Learning Objectives • Explain the financial objectives of health care providers • Evaluate various capital investment alternatives • Calculate and interpret net present value (NPV) • Calculate and interpret the internal rate of return (IRR) ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫يمدق‬ ‫م‬ ‫ن‬ ‫م‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫مال‬ ‫ف‬ ‫ا‬ ‫ده‬ ‫ألا‬ ‫ح‬ ‫رش‬ • ‫يحصال‬‫ة‬ ‫ال‬ ‫م‬ ‫ال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫را‬ ‫م‬ ‫ثت‬ ‫سا‬ ‫ةفل‬ ‫ت‬ ‫خمال‬ ‫ل‬ ‫ئ‬ ‫اد‬ ‫ب‬ ‫ال‬ ‫م‬ ‫يي‬ ‫قت‬ • ( ‫ة‬ ‫ي‬ ‫ال‬ ‫حال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ ‫يف‬ ‫ا‬ ‫ص‬ ‫ر‬ ‫ي‬ ‫سف‬ ‫ت‬ ‫و‬ ‫ب‬ ‫ا‬ ‫سح‬ •NPV) ( ‫ي‬ ‫ل‬ ‫خ‬ ‫ا‬ ‫دال‬ ‫د‬ ‫ئ‬ ‫اعال‬ ‫ل‬ ‫دع‬ ‫م‬ ‫ر‬ ‫ي‬ ‫سف‬ ‫ت‬ ‫و‬ ‫ب‬ ‫ا‬ ‫سح‬ •IRR) Capital Investment Decisions ‫ال‬ ‫مال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫را‬ ‫م‬ ‫ثت‬ ‫سا‬ ‫ت‬ ‫ارارق‬ Categories Of Investment Decisions In Health Care: • Strategic Decisions: decisions designed to increase a health care organization’s strategic (long-term) position. Example: purchasing physician practices to increase horizontal integration. • Expansion Decisions: decisions designed to increase the operational capability of a heath care organization. Example: increasing examination space in a group practice to accommodate increased volume. • Replacement Decisions: decisions designed to replace older assets with newer, cost-saving ones. Example: replacing a hospital’s existing cost- accounting system with a newer cost-saving one Decision has 2 components: • Determine if investment is worthwhile. • Determine how to finance the investment. : ‫يحصال‬‫ة‬ ‫ةياعرال‬ ‫ف‬ ‫ي‬ ‫ا‬‫ال‬‫تس‬‫ث‬‫م‬‫ا‬‫ر‬ ‫تارارق‬ ‫ف‬ ‫ئ‬ ‫ا‬ ‫ت‬ ‫ف‬ ‫ده‬ ‫ت‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫ار‬ ‫ا‬ ‫رقال‬ : ‫ةي‬ ‫جي‬ ‫ت‬ ‫ار‬ ‫ت‬ ‫سالا‬ ‫ت‬ ‫ارارق‬ ‫ال‬ • ‫ةمظنم‬ ‫فقوم‬ ) ‫ليوطال‬ ‫ىدمال‬ ‫ىلع‬ ( ‫ةدايز‬ ‫ىإل‬ ‫ل‬ ‫يب‬ ‫س‬ ‫ىل‬ ‫ع‬ . ‫يجي‬ ‫ت‬ ‫ار‬ ‫ت‬ ‫سالا‬ ‫ة‬ ‫ي‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫لم‬ ‫ا‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ةد‬ ‫ا‬ ‫ي‬ ‫زل‬ ‫بيب‬ ‫ط‬ ‫ال‬ ‫ت‬ ‫اس‬ ‫ر‬ ‫ام‬ ‫م‬ ‫ءارش‬ : ‫ال‬ ‫ث‬ ‫م‬ ‫ال‬ .‫ا‬‫أل‬‫يقف‬ ‫ىإل‬ ‫فدهت‬ ‫ال‬ ‫ت‬ ‫ي‬ ‫تارارقال‬ : ‫تال‬‫و‬‫ةعس‬ ‫تارارقال‬ • . ‫ة‬ ‫ي‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ة‬ ‫مظن‬ ‫م‬ ‫ل‬ ‫ةي‬ ‫ل‬ ‫ي‬ ‫غش‬ ‫ت‬ ‫ال‬ ‫ةردقال‬ ‫ةدايز‬ ‫ي‬ ‫ف‬ ‫ناحت‬ ‫م‬ ‫الا‬ ‫ة‬ ‫ح‬ ‫اس‬ ‫م‬ ‫ة‬ ‫دا‬ ‫ي‬ ‫ز‬ : ‫ال‬ ‫ث‬ ‫م‬ ‫ال‬ ‫ل‬ ‫يب‬ ‫س‬ ‫ىلع‬ . ‫مجح‬ ‫ةدايز‬ ‫تسال‬ ‫ي‬ ‫ع‬‫ا‬‫ب‬ ‫ةيعامجال‬ ‫ةسراممال‬ ‫ىإل‬ ‫ف‬ ‫ده‬ ‫ت‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫ار‬ ‫ا‬ ‫رقال‬ : ‫ال‬ ‫د‬ ‫بت‬ ‫سا‬ ‫ت‬ ‫ارارق‬ ‫ال‬ • ‫ر‬ ‫ي‬ ‫ف‬ ‫وت‬ ‫ل‬ ‫ث‬ ‫د‬ ‫حأ‬ ‫ى‬ ‫رخأب‬ ‫ة‬ ‫م‬ ‫ي‬ ‫دقال‬ ‫ل‬ ‫و‬ ‫ص‬ ‫ألا‬ ‫الد‬ ‫بت‬ ‫س‬ ‫ا‬ ‫ال‬ ‫ت‬ ‫ك‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ةبساحم‬ ‫ماظن‬ ‫ا‬‫س‬‫ت‬ ‫ب‬ ‫د‬‫ال‬ :‫الثم‬. ‫تال‬ ‫ك‬‫يال‬ ‫ف‬ ‫ر‬ ‫ي‬ ‫ف‬ ‫وت‬ ‫ل‬ ‫ث‬ ‫د‬ ‫حأ‬ ‫د‬ ‫حا‬ ‫ع‬ ‫م‬ ‫ى‬ ‫فش‬ ‫ت‬ ‫سمال‬ ‫ىل‬ ‫ع‬ ‫ةم‬ ‫ئ‬ ‫اقال‬ ‫ال‬ ‫ت‬ ‫ك‬ ‫ال‬ ‫ي‬ ‫ف‬ : ‫ت‬ ‫ا‬ ‫ن‬ ‫وك‬ ‫م‬ 2 ‫رارق‬ ‫ر‬ ‫ي‬ ‫د‬ ‫ج‬ ‫و‬ ‫ه‬ ‫را‬ ‫م‬ ‫ثت‬ ‫سالا‬ ‫نا‬ ‫ك‬ ‫ا‬ ‫ذ‬ ‫إ‬ ‫ا‬ ‫م‬ ‫د‬ ‫ي‬ ‫دح‬ ‫ت‬ • .‫مامتهالاب‬ . ‫را‬ ‫م‬ ‫ثت‬ ‫سالا‬ ‫لي‬ ‫وم‬ ‫ت‬ ‫ة‬ ‫ي‬ ‫ف‬ ‫ي‬ ‫ك‬ ‫ديدح‬ ‫ت‬ • The Objectives Of The Capital Investment Decision ‫ال‬ ‫م‬ ‫ال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫را‬ ‫م‬ ‫ثت‬ ‫سا‬ ‫رارق‬ ‫فاد‬ ‫ه‬ ‫أ‬ • Financial Return: direct financial benefits are a primary concern not only to health care organizations but also to many –if not all- investors who invest in health care organizations and their projects. ‫ي‬ ‫ه‬ ‫ةرشاب‬ ‫م‬ ‫ال‬ ‫ةي‬ ‫ال‬ ‫مال‬ ‫د‬ ‫ئ‬ ‫اوفال‬ : ‫ة‬ ‫د‬ ‫وعال‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ • ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫ر‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫مظن‬ ‫م‬ ‫ل‬ ‫ط‬ ‫ق‬ ‫ف‬ ‫س‬ ‫ي‬ ‫ل‬ ‫ل‬ ‫غاش‬ ‫ال‬ ‫لغشال‬ ‫لك‬ ‫ن‬ ‫ك‬ ‫ي‬ ‫مل‬ ‫ا‬ ‫ذإ‬ ‫و‬ ‫ر‬ ‫يث‬ ‫كل‬ ‫ا‬ ‫ضي‬ ‫أ‬ ‫ن‬ ‫ك‬ ‫ل‬ ‫و‬ ‫ةي‬ ‫حصال‬ ‫ت‬ ‫اسس‬ ‫ؤ‬ ‫م‬ ‫ي‬ ‫ف‬ ‫نورم‬ ‫ثت‬ ‫سي‬ ‫ن‬ ‫ي‬ ‫ذال‬ ‫ن‬ ‫ي‬ ‫رم‬ ‫ثت‬ ‫سمال‬ . ‫اه‬ ‫ع‬ ‫ي‬ ‫راشمو‬ ‫ة‬ ‫ي‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ال‬ ‫و‬ ‫م‬ ‫أ‬ ‫س‬ ‫وؤ‬ ‫ر‬ ‫ن‬ ‫و‬ ‫د‬ ‫ن‬ ‫م‬ : ‫يل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ل‬ ‫ي‬ ‫وم‬ ‫ت‬ ‫ال‬ • 4 ‫نم‬1 ‫ةحفصال‬
CH7 • Future funding: without new capital funds, many health care organizations would be unable to offer new services, support medical research, or subsidize unprofitable services. • Nonfinancial Benefits : how well an investment enhances the survival of the organization and supports its mission, patients, employees and the community is the primary concern. ‫يحصال‬‫ة‬ ‫ةياعرال‬ ‫تاسسؤم‬ ‫نم‬ ‫يدعال‬‫د‬ ‫إف‬‫ن‬ ، ‫ةديدج‬ ‫م‬ ‫ع‬ ‫د‬ ‫و‬ ، ‫ةديد‬ ‫ج‬ ‫ت‬ ‫ا‬ ‫مد‬ ‫خ‬ ‫م‬ ‫ي‬ ‫دق‬ ‫ت‬ ‫ىل‬ ‫ع‬ ‫ة‬ ‫رداق‬ ‫نوكت‬ . ‫ةحبرم‬ ‫يغ‬‫ر‬ ‫تامدخال‬ ‫معد‬ ‫وأ‬ ، ‫بطال‬‫ي‬‫ة‬ ‫بال‬‫ح‬‫ثو‬ ‫ءاقب‬ ‫ززعي‬ ‫را‬ ‫م‬ ‫ثت‬ ‫سا‬ ‫ى‬ ‫د‬ ‫م‬ : ‫ة‬ ‫ي‬ ‫ال‬ ‫مال‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫د‬ ‫ئ‬ ‫اوف‬ • ‫ن‬ ‫ي‬ ‫فظ‬ ‫و‬ ‫م‬ ‫ال‬ ‫و‬ ‫ى‬ ‫ضرمال‬ ‫و‬ ‫اه‬ ‫ت‬ ‫م‬ ‫ه‬ ‫م‬ ‫م‬ ‫عد‬ ‫ي‬ ‫و‬ ‫ةمظن‬ ‫م‬ ‫ال‬ . ‫ي‬ ‫ساسألا‬ ‫ل‬ ‫غاش‬ ‫ال‬ ‫و‬ ‫ه‬ ‫ع‬ ‫م‬ ‫ت‬ ‫جمالو‬ Analytical methods Decision ‫ر‬ ‫ارقال‬ ‫ةي‬ ‫ل‬ ‫ي‬ ‫لحت‬ ‫ال‬ ‫ب‬ ‫ي‬ ‫السألا‬ 1 Payback period method Is the amount of time it takes for the sum of the net cash flows from a project to equal the project’s initial investment. By determining how long it would take to recover the initial investment disregarding the time value of money. • Computing the Payback Period: • Paybacks in years if cash flows are equal each year: P B  I n i t i a l I n v e s t m e n t A n n u a l C a s h F l o w s ‫ة‬ ‫ر‬ ‫ت‬ ‫فال‬ ‫ة‬ ‫ق‬ ‫ي‬ ‫رط‬ ‫دادر‬ ‫ت‬ ‫سالا‬ -1 ‫ت‬ ‫ا‬ ‫قفد‬ ‫تال‬ ‫عوم‬ ‫ج‬ ‫مل‬ ‫ه‬ ‫ق‬ ‫ر‬ ‫غ‬ ‫ت‬ ‫سي‬ ‫ي‬ ‫ذ‬ ‫ال‬ ‫ت‬ ‫ق‬ ‫و‬ ‫ال‬ ‫رادقم‬ ‫وه‬ ‫ة‬ ‫اواسم‬ ‫ال‬ ‫مدق‬ ‫ىل‬ ‫ع‬ ‫ع‬ ‫ور‬ ‫ش‬ ‫م‬ ‫ال‬ ‫ن‬ ‫م‬ ‫ة‬ ‫ي‬ ‫ف‬ ‫اصال‬ ‫ة‬ ‫ي‬ ‫دق‬ ‫ن‬ ‫ال‬ . ‫ع‬ ‫ور‬ ‫ش‬ ‫م‬ ‫ل‬ ‫ل‬ ‫يلوأل‬ ‫ا‬ ‫را‬ ‫م‬ ‫ثت‬ ‫سالا‬ ‫قرغ‬ ‫ت‬ ‫س‬ ‫ي‬ ‫س‬ ‫ت‬ ‫ق‬ ‫و‬ ‫ال‬ ‫ن‬ ‫م‬ ‫مك‬ ‫ديدح‬ ‫ت‬ ‫ل‬ ‫ال‬ ‫خ‬ ‫ن‬ ‫م‬ ‫ة‬ ‫ين‬ ‫مز‬ ‫ال‬ ‫ةم‬ ‫ي‬ ‫ق‬ ‫ال‬ ‫ل‬ ‫ه‬ ‫اج‬ ‫ت‬ ‫يلوأل‬ ‫ا‬ ‫را‬ ‫م‬ ‫ثت‬ ‫سالا‬ ‫دادر‬ ‫ت‬ ‫سال‬ .‫ل‬‫ل‬‫ن‬‫ق‬‫دو‬ : ‫دادر‬ ‫ت‬ ‫سال‬ ‫ا‬ ‫ةرت‬ ‫ف‬ ‫ب‬ ‫ا‬ ‫سح‬ • ‫ي‬ ‫ه‬ ‫ة‬ ‫ي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫ت‬ ‫اقفدتال‬ ‫اذ‬ ‫إ‬ ‫ت‬ ‫اونس‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫ه‬ ‫دودر‬ ‫م‬ • : ‫ماع‬ ‫ل‬ ‫ك‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫اواسم‬ ‫ال‬ ‫مدق‬ ‫ىلع‬ Payback Period ‫د‬ ‫ادر‬ ‫ت‬ ‫سالا‬ ‫ةرت‬ ‫ف‬ • Strengths and weaknesses of Payback method Strengths: • Simple to calculate • Easy to understand • Weaknesses: • Answers in years not dollars • Disregards cash flows after payback • Does not account for the time value of money ‫ةق‬ ‫ي‬ ‫رط‬ ‫ة‬ ‫و‬ ‫ق‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ف‬ ‫ع‬ ‫ضال‬ ‫و‬ ‫ة‬ ‫و‬ ‫قال‬ ‫ط‬ ‫اق‬ ‫ن‬ • :‫دادرتسالا‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫ل‬ ‫ة‬ ‫ط‬ ‫ي‬ ‫سب‬ • ‫م‬ ‫ه‬ ‫ف‬ ‫ال‬ ‫ل‬ ‫هس‬ • : ‫ف‬ ‫عض‬ ‫ال‬ ‫ط‬ ‫اق‬ ‫ن‬ • ‫ر‬ ‫ال‬ ‫و‬ ‫د‬ ‫م‬ ‫ل‬ ‫ت‬ ‫ا‬ ‫ونسال‬ ‫ي‬ ‫ف‬ ‫ت‬ ‫ا‬ ‫ب‬ ‫اجإل‬ ‫ا‬ • ‫دادر‬ ‫ت‬ ‫سالا‬ ‫دع‬ ‫ب‬ ‫ةي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫قفد‬ ‫تال‬ ‫ل‬ ‫هاجت‬ ‫ي‬ • ‫د‬ ‫وقنل‬ ‫ل‬ ‫ة‬ ‫ين‬ ‫مز‬ ‫ال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ ‫ل‬ ‫ث‬ ‫مت‬ ‫ال‬ • 2-Net Present Value (NPV) Net Present Value (NPV) : difference between the initial amount paid for an investment and future cash inflows the investment brings in adjusted for the cost of capital. Discounted cash flows: cash flows adjusted to account for the cost of capital. Cost of capital: the rate of return acquired to undertake a project.; the cost of capital accounts for both the time value of money and the risk (hurdle rate or discount rate). ( ‫يالحال‬‫ة‬ ‫يقال‬‫م‬‫ة‬ ‫يفاص‬ -2NPV ‫يقال‬‫م‬‫ة‬ ‫ص‬ ‫ا‬ ‫ف‬ ‫ي‬ ) ( ‫ةيالحال‬NPV:) ‫را‬ ‫م‬ ‫ثت‬ ‫سال‬ ‫ل‬ ‫عو‬ ‫ف‬ ‫دمال‬ ‫ي‬ ‫لوأل‬ ‫ا‬ ‫غ‬ ‫ل‬ ‫ب‬ ‫م‬ ‫ال‬ ‫ن‬ ‫ي‬ ‫ب‬ ‫قرفال‬ ‫ي‬ ‫ف‬ ‫را‬ ‫م‬ ‫ثت‬ ‫سالا‬ ‫ب‬ ‫لج‬ ‫ي‬ ‫ة‬ ‫ي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫قفد‬ ‫تال‬ ‫و‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمالو‬ . ‫ال‬ ‫م‬ ‫ال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫ةفل‬ ‫كت‬ ‫ل‬ ‫ل‬ ‫ي‬ ‫دعت‬ ‫ةي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫ت‬ ‫اقف‬ ‫د‬ ‫ت‬ ‫ال‬ : ‫ة‬ ‫مو‬ ‫ص‬ ‫خمال‬ ‫ةي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫ت‬ ‫اقفدت‬ ‫ال‬ . ‫ال‬ ‫مال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫ة‬ ‫ف‬ ‫ل‬ ‫ك‬ ‫ت‬ ‫ب‬ ‫اس‬ ‫حل‬ ‫اه‬ ‫ل‬ ‫ي‬ ‫دعت‬ ‫ذ‬ ‫ي‬ ‫ف‬ ‫نت‬ ‫ل‬ ‫ة‬ ‫ب‬ ‫س‬ ‫ت‬ ‫ك‬ ‫م‬ ‫ال‬ ‫د‬ ‫ئ‬ ‫اعال‬ ‫ل‬ ‫دع‬ ‫م‬ : ‫ال‬ ‫مال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫ةفل‬ ‫ك‬ ‫ت‬ ‫ن‬ ‫م‬ ‫ل‬ ‫ك‬ ‫ل‬ ‫ت‬ ‫ا‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫ال‬ ‫و‬ ‫ال‬ ‫م‬ ‫ال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫ة‬ ‫فل‬ ‫ك‬ ‫ت‬ ‫؛‬ ‫عورشم‬ ‫وأ‬ ‫قع‬‫ب‬ ‫ة‬ ‫لدعم‬ ( ‫رطاخمالو‬ ‫لل‬ ‫ن‬ ‫ق‬ ‫و‬ ‫د‬ ‫ةينمزال‬ ‫يقال‬‫م‬‫ة‬ .) ‫مص‬ ‫خ‬ ‫ال‬ ‫رعس‬ 4 ‫نم‬2 ‫ةحفصال‬
CH7 Net Present Value (NPV) ( ‫ة‬ ‫ي‬ ‫الح‬ ‫ال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ ‫يفا‬ ‫ص‬ NPV) 3-Internal Rate of Return: Rate of return on an investment that makes the NPV equal to $0 after all cash flows have been discounted at the same rate. It is also the discount rate at which the discounted cash flows over the life of the project exactly equal the initial investment. : ‫ي‬ ‫ل‬ ‫خادال‬ ‫د‬ ‫ئ‬ ‫اع‬ ‫ال‬ -3 ‫ف‬ ‫ين‬ ‫صت‬ ‫ص‬ ‫ا‬ ‫ف‬ ‫ي‬ ‫لعجي‬ ‫يذال‬ ‫ا‬‫ال‬‫تس‬‫ث‬‫م‬‫ا‬‫ر‬ ‫لع‬‫ى‬ ‫اعال‬‫ئ‬‫د‬ ‫لدعم‬ ‫ع‬ ‫ي‬ ‫م‬ ‫ج‬ ‫م‬ ‫ص‬ ‫خ‬ ‫م‬ ‫ت‬ ‫ن‬ ‫أ‬ ‫دع‬ ‫ب‬ 0 $ ‫ي‬ ‫و‬ ‫اس‬ ‫ي‬ ‫ةي‬ ‫الحال‬ ‫ةم‬ ‫ي‬ ‫قال‬ . ‫ل‬ ‫دع‬ ‫م‬ ‫ال‬ ‫سف‬ ‫ن‬ ‫ب‬ ‫ةي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫ت‬ ‫اقفدت‬ ‫ال‬ ‫نال‬‫ق‬‫يد‬‫ة‬ ‫ال‬ ‫ت‬ ‫د‬ ‫ف‬ ‫ق‬ ‫ا‬ ‫ت‬ ‫يذال‬ ‫مصخال‬ ‫رعس‬ ‫أ‬‫ي‬‫ض‬‫ا‬ ‫وه‬ ‫ب‬ ‫ل‬ ‫طب‬ ‫ضال‬ ‫ب‬ ‫ع‬ ‫و‬ ‫ر‬ ‫شمال‬ ‫رمع‬ ‫ى‬ ‫د‬ ‫م‬ ‫ى‬ ‫لع‬ ‫ة‬ ‫م‬ ‫و‬ ‫صخمال‬ . ‫ي‬ ‫لوأل‬ ‫ا‬ ‫را‬ ‫م‬ ‫ثت‬ ‫سال‬ ‫ا‬ ‫ي‬ ‫وا‬ ‫سي‬ 4 ‫نم‬3 ‫ةحفصال‬
CH7 Internal Rate of Return ‫ي‬ ‫لخ‬ ‫ا‬ ‫دال‬ ‫د‬ ‫ئ‬ ‫اعال‬ ‫ل‬ ‫دعم‬ Summary • Methods to evaluate capital investment were introduced. The 3 methods specifically discussed were payback, net present value and internal rate of return. ‫تارا‬ ‫م‬ ‫ثت‬ ‫سالا‬ ‫م‬ ‫يي‬ ‫ق‬ ‫ت‬ ‫ل‬ ‫ب‬ ‫ي‬ ‫السأ‬ ‫ال‬ ‫خدإ‬ ‫مت‬ • ‫اد‬ ‫ي‬ ‫دح‬ ‫ت‬ ‫ش‬ ‫ق‬ ‫ا‬ ‫ن‬ 3 ‫ل‬ ‫ئ‬ ‫اس‬ ‫و‬ ‫تن‬ ‫اك‬ ‫و‬ . ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫سأرال‬ ‫اعال‬‫ئ‬‫د‬ ‫لدعمو‬ ‫يالحال‬‫ة‬ ‫يقال‬‫م‬‫ة‬ ‫ص‬ ‫ا‬ ‫ف‬ ‫ي‬ ، ‫دادرتسالا‬ .‫يلخادال‬ 4 ‫نم‬4 ‫ةحفصال‬
CH8 Capital Financing for Health Care Providers ‫يحصال‬‫ة‬ ‫ةياعرال‬ ‫يمدقمل‬ ‫المال‬ ‫سأر‬ ‫يومت‬‫ل‬ Learning Objectives • Describe the types of equity and debt financing • Define various bond terminology • Compare tax exempt with taxable financing • Explain lease financing ‫ن‬ ‫وي‬ ‫دال‬ ‫ل‬ ‫ي‬ ‫وم‬ ‫ت‬ ‫و‬ ‫م‬ ‫ه‬ ‫سأل‬ ‫ا‬ ‫عاو‬ ‫ن‬ ‫أ‬ ‫ف‬ ‫ص‬ ‫و‬ • ‫ف‬ ‫ل‬ ‫ت‬ ‫خم‬ ‫ت‬ ‫اد‬ ‫ن‬ ‫س‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫حل‬ ‫ط‬ ‫ص‬ ‫م‬ ‫ال‬ ‫د‬ ‫ي‬ ‫دح‬ ‫ت‬ • ‫ةبي‬ ‫رض‬ ‫ل‬ ‫ل‬ ‫عضا‬ ‫خال‬ ‫ل‬ ‫ي‬ ‫وم‬ ‫ت‬ ‫ال‬ ‫ع‬ ‫م‬ ‫ةافع‬ ‫م‬ ‫ة‬ ‫بي‬ ‫رض‬ ‫ة‬ ‫ن‬ ‫راقم‬ • ‫ي‬ ‫ل‬ ‫ي‬ ‫وم‬ ‫ت‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫جأت‬ ‫ال‬ ‫ح‬ ‫رش‬ • Assets=Debt +Equity ‫ن‬ ‫ي‬ ‫م‬ ‫ه‬ ‫اس‬ ‫م‬ ‫ال‬ ‫ق‬ ‫و‬ ‫قح‬ + ‫ن‬ ‫ويدال‬ = ‫ل‬ ‫و‬ ‫صألا‬ • Any increase in assets must be balanced by a similar increase in debt or equity or both. • The structuring of debt relative to equity is called capital structure decision. • Important for both for profit and not for profit. • Industry changes can limit the access to debt and equity financing. • Strong cash flow and dominant market share position improve the credit rating of a health care system ‫ل‬ ‫و‬ ‫صأل‬ ‫ا‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫دا‬ ‫ي‬ ‫ز‬ ‫يأ‬ ‫ةن‬ ‫زاوتم‬ ‫نوك‬ ‫ت‬ ‫ن‬ ‫أ‬ ‫ب‬ ‫جي‬ • ‫و‬ ‫أ‬ ‫ة‬ ‫ي‬ ‫ك‬ ‫ل‬ ‫م‬ ‫ال‬ ‫ق‬ ‫و‬ ‫ق‬ ‫ح‬ ‫و‬ ‫أ‬ ‫نويد‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ةل‬ ‫ث‬ ‫ام‬ ‫م‬ ‫ةداي‬ ‫ز‬ ‫ة‬ ‫ب‬ ‫س‬ ‫ن‬ ‫ب‬ .‫امهيلك‬ ‫ر‬ ‫ارقال‬ ‫م‬ ‫ه‬ ‫سألا‬ ‫ى‬ ‫إل‬ ‫ة‬ ‫ب‬ ‫س‬ ‫ن‬ ‫الب‬ ‫ن‬ ‫ويدال‬ ‫ةل‬ ‫ك‬ ‫ي‬ ‫ه‬ ‫ىم‬ ‫سي‬ • . ‫المال‬ ‫سأر‬ ‫لكيه‬ . ‫ح‬ ‫ب‬ ‫رال‬ ‫ل‬ ‫ج‬ ‫أ‬ ‫ن‬ ‫م‬ ‫س‬ ‫ي‬ ‫ل‬ ‫و‬ ‫ح‬ ‫ب‬ ‫رال‬ ‫ل‬ ‫جأ‬ ‫ن‬ ‫م‬ ‫ال‬ ‫ك‬ ‫ل‬ ‫ماه‬ • ‫ىإل‬ ‫لو‬ ‫ص‬ ‫وال‬ ‫ن‬ ‫م‬ ‫د‬ ‫حت‬ ‫نأ‬ ‫ن‬ ‫ك‬ ‫مي‬ ‫ة‬ ‫عا‬ ‫ن‬ ‫صال‬ ‫تار‬ ‫ي‬ ‫غ‬ ‫ت‬ ‫ال‬ • . ‫ال‬ ‫مال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫م‬ ‫ه‬ ‫سأ‬ ‫ل‬ ‫ي‬ ‫وم‬ ‫تو‬ ‫نويدال‬ ‫ف‬ ‫ق‬ ‫و‬ ‫م‬ ‫قو‬ ‫سال‬ ‫ي‬ ‫ف‬ ‫اه‬ ‫ت‬ ‫ص‬ ‫ح‬ ‫ن‬ ‫م‬ ‫ي‬ ‫ه‬ ‫م‬ ‫و‬ ‫ي‬ ‫و‬ ‫ق‬ ‫ي‬ ‫دق‬ ‫ن‬ ‫قف‬ ‫دت‬ ‫يحصال‬‫ة‬ ‫ةياعرال‬ ‫ماظنل‬ ‫ا‬‫ال‬‫ئ‬‫ت‬‫م‬‫ا‬‫ن‬‫ي‬ ‫ال‬ ‫ت‬ ‫ص‬ ‫ن‬ ‫ي‬ ‫ف‬ ‫ت‬ ‫ح‬ ‫س‬ ‫ي‬ ‫ن‬ Equity Financing ‫المال‬ ‫سأر‬ ‫مهسأ‬ ‫يومت‬‫ل‬ Primary sources for not for profits entity: • Internally generated funds • Philanthropy • Governmental grants • Sale of real estate Primary source for profits entity: • Issuing stock • Retained earnings. : ‫حابرألا‬ ‫ل‬ ‫ل‬ ‫ك‬ ‫ي‬ ‫ا‬ ‫ن‬ ‫ل‬ ‫ي‬ ‫س‬ ‫ت‬ ‫لوألا‬‫ي‬‫ة‬ ‫رداصمال‬ ‫ا‬ ‫ي‬ ‫لخا‬ ‫د‬ ‫ة‬ ‫دلوت‬ ‫م‬ ‫ال‬ ‫ال‬ ‫ومألا‬ • ‫ي‬ ‫ر‬ ‫ي‬ ‫خ‬ ‫ال‬ ‫لم‬ ‫ع‬ ‫ال‬ • ‫ةي‬ ‫موكحال‬ ‫ح‬ ‫ن‬ ‫م‬ ‫ال‬ • ‫ت‬ ‫ارا‬ ‫ق‬ ‫ع‬ ‫ال‬ ‫ع‬ ‫ي‬ ‫ب‬ • : ‫حا‬ ‫ب‬ ‫رألا‬ ‫نا‬ ‫ي‬ ‫ك‬ ‫ل‬ ‫ل‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ئ‬ ‫رال‬ ‫ردصمال‬ ‫ة‬ ‫ردص‬ ‫م‬ ‫ال‬ ‫م‬ ‫ه‬ ‫سألا‬ • . ‫ة‬ ‫زجتح‬ ‫م‬ ‫ال‬ ‫حا‬ ‫ب‬ ‫رألا‬ • Comparison of Stock and Debt Financing ‫لي‬ ‫وم‬ ‫ت‬ ‫ن‬ ‫ويدال‬ ‫و‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫مال‬ ‫ن‬ ‫ي‬ ‫ب‬ ‫ة‬ ‫ن‬ ‫راقم‬ Debt Financing ‫ن‬ ‫ي‬ ‫دال‬ ‫ل‬ ‫ي‬ ‫ومت‬ Debt Financing an alternative to equity financing • Borrowing money from others at a cost Several types of Debt financing: • Long Term Loans • Bonds may be issued ‫المال‬ ‫سأر‬ ‫مهسأ‬ ‫تل‬ ‫م‬‫يو‬ ‫ل‬ ‫ب‬ ‫د‬ ‫ي‬ ‫ل‬ ‫يومت‬‫ل‬ ‫نويدال‬ ‫ةفل‬ ‫كت‬ ‫ب‬ ‫ن‬ ‫ي‬ ‫ر‬ ‫خ‬ ‫آلا‬ ‫ن‬ ‫م‬ ‫المال‬ ‫ض‬ ‫ار‬ ‫ت‬ ‫قا‬ • : ‫نويدال‬ ‫ل‬ ‫ي‬ ‫وم‬ ‫ت‬ ‫ن‬ ‫م‬ ‫عاو‬ ‫ن‬ ‫أ‬ ‫ةدع‬ ‫لج‬ ‫ألا‬ ‫ة‬ ‫ل‬ ‫ي‬ ‫و‬ ‫ط‬ ‫ض‬ ‫ورقال‬ • ‫ت‬ ‫اد‬ ‫ن‬ ‫س‬ ‫را‬ ‫د‬ ‫ص‬ ‫إ‬ ‫ز‬ ‫و‬ ‫ج‬ ‫ي‬ ‫و‬ • 5 ‫نم‬1 ‫ةحفصال‬
CH8 Types of Debt Financing ‫نويدال‬ ‫لي‬ ‫وم‬ ‫ت‬ ‫ن‬ ‫م‬ ‫عاو‬ ‫ن‬ ‫أ‬ Maturity: • Term Loans- paid off within 10 years • Bonds- maturity in 20-35 years Type of Interest Loan • Fixed Interest rate debt • Variable rate demand bonds • Auction rate securities • Interest rate swap :‫نال‬‫ض‬‫ج‬ ‫ح‬ ‫لط‬ ‫ص‬ ‫م‬ ‫ع‬ ‫فد‬ •Loans 01 ‫نو‬ ‫ضغ‬ ‫ي‬ ‫ف‬ ‫ج‬ ‫ر‬ ‫ا‬ ‫خ‬ - ‫تاونس‬ •Bonds ‫ام‬ ‫ا‬ ‫ع‬ 53-01 ‫ي‬ ‫ف‬ ‫جضن‬ ‫ال‬ - ‫ض‬ ‫ورقال‬ ‫ى‬ ‫لع‬ ‫ةدئافال‬ ‫ن‬ ‫م‬ ‫عون‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ةدئا‬ ‫ف‬ ‫رعسب‬ ‫نويدال‬ • ‫ر‬ ‫ي‬ ‫غ‬ ‫ت‬ ‫م‬ ‫ل‬ ‫دع‬ ‫م‬ ‫ب‬ ‫ل‬ ‫ط‬ ‫ال‬ ‫ت‬ ‫اد‬ ‫ن‬ ‫س‬ • ‫دازم‬ ‫لدعم‬ ‫قاروألا‬ • ‫ة‬ ‫د‬ ‫ئ‬ ‫افال‬ ‫را‬ ‫ع‬ ‫سأ‬ ‫ة‬ ‫ضياق‬ ‫م‬ • Selected Types of Health Care Debt Financing ‫ن‬ ‫ويدال‬ ‫ل‬ ‫ي‬ ‫وم‬ ‫ت‬ ‫ة‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ن‬ ‫م‬ ‫ةراتخ‬ ‫م‬ ‫عاو‬ ‫ن‬ ‫أ‬ • Bank Term Loans • Conventional Mortgages • Pooled Equipment Financing • Federal housing administration Program Loans • Bonds • Tax Exempt Bonds • Taxable Bonds ‫ل‬ ‫جأل‬ ‫ا‬ ‫ك‬ ‫نب‬ ‫ال‬ ‫ض‬ ‫و‬ ‫رق‬ • ‫ة‬ ‫ي‬ ‫د‬ ‫ي‬ ‫لق‬ ‫ت‬ ‫ال‬ ‫ةي‬ ‫راق‬ ‫ع‬ ‫ال‬ ‫نوهرال‬ • ‫ع‬ ‫مج‬ ‫م‬ ‫ل‬ ‫ي‬ ‫وم‬ ‫ت‬ ‫تاد‬ ‫ع‬ ‫م‬ • ‫ة‬ ‫ي‬ ‫الر‬ ‫د‬ ‫فال‬ ‫ناك‬ ‫سإل‬ ‫ا‬ ‫ةر‬ ‫ا‬ ‫د‬ ‫إ‬ ‫ج‬ ‫م‬ ‫ا‬ ‫رب‬ ‫ض‬ ‫و‬ ‫رق‬ • ‫ت‬ ‫اد‬ ‫ن‬ ‫س‬ • ‫بئ‬ ‫ارض‬ ‫ال‬ ‫ن‬ ‫م‬ ‫ءاف‬ ‫ع‬ ‫إلا‬ ‫ت‬ ‫اد‬ ‫ن‬ ‫س‬ • ‫ةبي‬ ‫رضلل‬ ‫ة‬ ‫ع‬ ‫ضا‬ ‫خ‬ ‫ال‬ ‫ت‬ ‫اد‬ ‫ن‬ ‫س‬ • Bond Issuance Process ‫ر‬ ‫ادص‬ ‫إ‬ ‫ةي‬ ‫ل‬ ‫م‬ ‫ع‬ ‫تاد‬ ‫ن‬ ‫سال‬ Bonds can be sold by either public or private placement. • In a public offering a bond is sold to the investing public through an underwriter. • Private placements are sold to a particular institution or group of institutions ‫عاط‬ ‫ق‬ ‫ال‬ ‫عض‬ ‫و‬ ‫قي‬ ‫رط‬ ‫ن‬ ‫ع‬ ‫ام‬ ‫إ‬ ‫اه‬ ‫ع‬ ‫ي‬ ‫ب‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ ‫تاد‬ ‫ن‬ ‫سال‬ . ‫ص‬ ‫اخ‬ ‫ال‬ ‫و‬ ‫أ‬ ‫ما‬ ‫ع‬ ‫ال‬ ‫ل‬ ‫ال‬ ‫خ‬ ‫ن‬ ‫م‬ ‫روه‬ ‫م‬ ‫ج‬ ‫ل‬ ‫ل‬ ‫ت‬ ‫ا‬ ‫د‬ ‫ن‬ ‫س‬ ‫عا‬ ‫ب‬ ‫ي‬ ‫ماع‬ ‫ب‬ ‫ا‬ ‫تت‬ ‫كا‬ ‫ي‬ ‫ف‬ • . ‫ن‬ ‫مؤم‬ ‫ال‬ ‫را‬ ‫م‬ ‫ثت‬ ‫سالا‬ ‫ة‬ ‫عومج‬ ‫م‬ ‫و‬ ‫أ‬ ‫ة‬ ‫ني‬ ‫عم‬ ‫ة‬ ‫س‬ ‫س‬ ‫ؤم‬ ‫ل‬ ‫ة‬ ‫ص‬ ‫ا‬ ‫خ‬ ‫ع‬ ‫ضا‬ ‫وم‬ • ‫عا‬ ‫بت‬ ‫و‬ ‫ت‬ ‫ا‬ ‫سس‬ ‫ؤمال‬ ‫ن‬ ‫م‬ Bond Issuance Process ‫ر‬ ‫ادص‬ ‫إ‬ ‫ةي‬ ‫ل‬ ‫م‬ ‫ع‬ ‫تاد‬ ‫ن‬ ‫سال‬ • Can take 12-18 months before cash received • Health care borrower updates its capital plan, measures its debt capacity • Borrower identifies and selects the key parties involved in the bond issuance process • Borrower is evaluated by a credit rating agency ‫ت‬ ‫ا‬ ‫ض‬ ‫و‬ ‫ب‬ ‫ق‬ ‫م‬ ‫ال‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ا‬ ‫رهش‬ 01-00 ‫ذ‬ ‫ختت‬ ‫ن‬ ‫أ‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ ‫له‬ • ‫نال‬‫ق‬‫يد‬‫ة‬ ‫ةمصاع‬ ‫ةطخ‬ ‫ب‬ ‫ت‬ ‫ح‬ ‫د‬ ‫ي‬ ‫ث‬ ‫يحصال‬‫ة‬ ‫ةياعرال‬ ‫تقمال‬‫ر‬‫ض‬ • ‫اه‬ ‫ن‬ ‫وي‬ ‫د‬ ‫ة‬ ‫ردقال‬ ‫س‬ ‫ي‬ ‫ق‬ ‫ي‬ ‫و‬ ، ‫اه‬ ‫ل‬ ‫ال‬ ‫ر‬ ‫ئ‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ة‬ ‫فارطألا‬ ‫يو‬‫خ‬‫ت‬‫ا‬‫ر‬ ‫ددحي‬ ‫تقمال‬‫ر‬‫ض‬ • ‫ت‬ ‫اد‬ ‫ن‬ ‫س‬ ‫ال‬ ‫را‬ ‫د‬ ‫ص‬ ‫إ‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫م‬ ‫ع‬ ‫ي‬ ‫ف‬ ‫ةكر‬ ‫ا‬ ‫شمال‬ 5 ‫نم‬2 ‫ةحفصال‬
CH8 • Bond is rated by a credit rating agency • Borrower enters into a loan agreement with a governmental authority, the issuer of bonds • Underwriter sell bonds to bond holders at the public offering and the trustee provides health care provider with the net proceed from the bond issuance ‫ف‬ ‫ين‬ ‫صت‬ ‫ال‬ ‫ة‬ ‫ال‬ ‫ك‬ ‫و‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ن‬ ‫م‬ ‫ضرت‬ ‫ق‬ ‫م‬ ‫ال‬ ‫م‬ ‫يي‬ ‫قت‬ ‫م‬ ‫ت‬ ‫ي‬ • ‫ا‬‫ال‬‫ئ‬‫ت‬‫م‬‫ا‬‫ن‬‫ي‬ ‫ف‬ ‫ين‬ ‫صتال‬ ‫ة‬ ‫ال‬ ‫ك‬ ‫و‬ ‫لب‬ ‫ق‬ ‫ن‬ ‫م‬ ‫ت‬ ‫اد‬ ‫ن‬ ‫س‬ ‫ال‬ ‫ف‬ ‫ين‬ ‫ص‬ ‫ت‬ ‫مت‬ • ‫ا‬‫ال‬‫ئ‬‫ت‬‫م‬‫ا‬‫ن‬‫ي‬ ‫ة‬ ‫ط‬ ‫ل‬ ‫س‬ ‫ع‬ ‫م‬ ‫ض‬ ‫رق‬ ‫ةي‬ ‫ق‬ ‫اف‬ ‫ت‬ ‫ا‬ ‫ي‬ ‫ف‬ ‫ل‬ ‫خ‬ ‫د‬ ‫ي‬ ‫ضر‬ ‫ت‬ ‫ق‬ ‫م‬ ‫ال‬ • ‫ك‬ ‫وكصل‬ ‫ل‬ ‫ر‬ ‫دص‬ ‫م‬ ‫و‬ ، ‫ة‬ ‫ي‬ ‫موكح‬ ‫ماع‬ ‫ا‬‫ك‬‫ت‬ ‫ت‬ ‫ا‬‫ب‬ ‫ف‬ ‫ي‬ ‫نسال‬‫د‬‫ا‬‫ت‬ ‫يلماحل‬ ‫ب‬ ‫ي‬ ‫ع‬ ‫دهعتم‬ ‫نسال‬‫د‬‫ا‬‫ت‬ • ‫ةك‬ ‫ب‬ ‫ش‬ ‫ال‬ ‫ع‬ ‫م‬ ‫ة‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫ر‬ ‫ال‬ ‫مد‬ ‫ق‬ ‫م‬ ‫ي‬ ‫ص‬ ‫و‬ ‫ال‬ ‫ر‬ ‫ف‬ ‫ويو‬ ‫ت‬ ‫اد‬ ‫ن‬ ‫سال‬ ‫ر‬ ‫ادصإ‬ ‫ن‬ ‫م‬ ‫ق‬ ‫لط‬ ‫ن‬ ‫ت‬ Bank Qualified or Direct Private Placement Loans ‫ة‬ ‫رش‬ ‫ا‬ ‫ب‬ ‫مال‬ ‫و‬ ‫أ‬ ‫ة‬ ‫لهؤ‬ ‫م‬ ‫ال‬ ‫ب‬ ‫ي‬ ‫س‬ ‫ن‬ ‫ت‬ ‫ال‬ ‫ضو‬ ‫رقال‬ ‫ة‬ ‫ص‬ ‫ا‬ ‫خال‬ ‫فر‬ ‫اصمال‬ Direct tax exempt loan bond purchase by a bank Advantages: • Direct debt purchase is less time consuming and cheaper to issue • Loan does not require a credit rating by a rating agency • Loan avoids remarketing • If a loan qualifies as bank qualified, the bank can deduct 80% of its interest costs which results in lower interest ‫ن‬ ‫م‬ ‫ض‬ ‫رق‬ ‫تاد‬ ‫ن‬ ‫سال‬ ‫ء‬ ‫اف‬ ‫ع‬ ‫إ‬ ‫ءارش‬ ‫ة‬ ‫ر‬ ‫شا‬ ‫ب‬ ‫م‬ ‫ال‬ ‫ب‬ ‫ئ‬ ‫ارضال‬ ‫ك‬ ‫ون‬ ‫ب‬ ‫ال‬ ‫دحأ‬ :‫ايازم‬ ‫ت‬ ‫ق‬ ‫وال‬ ‫ك‬ ‫ال‬ ‫ه‬ ‫ت‬ ‫سإ‬ ‫ل‬ ‫قأ‬ ‫و‬ ‫ه‬ ‫ر‬ ‫شا‬ ‫ب‬ ‫م‬ ‫ال‬ ‫نويدال‬ ‫ء‬ ‫ارش‬ • ‫ر‬ ‫اد‬ ‫ص‬ ‫إل‬ ‫ص‬ ‫خرأو‬ ‫ق‬ ‫ب‬ ‫ل‬ ‫نم‬ ‫ا‬‫ال‬‫ئ‬‫ت‬‫م‬‫ا‬‫ن‬‫ي‬ ‫ال‬ ‫ت‬ ‫ص‬ ‫ن‬ ‫ي‬ ‫ف‬ ‫ىال‬ ‫تحي‬‫ا‬‫ج‬ ‫ال‬ ‫ضرقال‬ • ‫فين‬ ‫صتال‬ ‫ةال‬ ‫ك‬ ‫و‬ ‫ق‬ ‫ي‬ ‫و‬ ‫ست‬ ‫ة‬ ‫دا‬ ‫ع‬ ‫إ‬ ‫ب‬ ‫ن‬ ‫جتي‬ ‫ض‬ ‫رق‬ • ‫ك‬ ‫نب‬ ‫ل‬ ‫ل‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ ، ‫ك‬ ‫ن‬ ‫ب‬ ‫ال‬ ‫ل‬ ‫هأ‬ ‫ت‬ ‫ام‬ ‫ك‬ ‫ض‬ ‫ر‬ ‫ق‬ ‫ال‬ ‫هؤ‬ ‫م‬ ‫نا‬ ‫ك‬ ‫اذإ‬ • ‫ةدئا‬ ‫ف‬ ‫ىإل‬ ‫ي‬ ‫دؤ‬ ‫ي‬ ‫ام‬ ‫م‬ ‫ةدئا‬ ‫فال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ن‬ ‫م‬ ٪ 11 ‫مصخ‬ ‫لقأ‬ Bond valuation ‫تاد‬ ‫ن‬ ‫سال‬ ‫م‬ ‫يي‬ ‫قت‬ Bonds: Is a long-term contract whereby on specific dates a borrower agrees to make principal or interest payments or both to the holder of the bond, the entity who lent the funds. Key terms relate to the bond issuance process: Par value: the par value of the bond is the security ‘s face value :‫تادنسال‬ ‫اوي‬‫ف‬‫ق‬ ‫ةددحم‬ ‫ديعاوم‬ ‫ف‬ ‫ي‬ ‫يح‬‫ث‬ ‫لجألا‬ ‫ليوط‬ ‫دقع‬ ‫وه‬ ‫وأ‬ ‫ةدئافال‬ ‫ت‬ ‫ا‬ ‫ع‬ ‫وفد‬ ‫م‬ ‫وأ‬ ‫ةس‬ ‫ر‬ ‫دمال‬ ‫لعجل‬ ‫ضر‬ ‫ت‬ ‫ق‬ ‫م‬ ‫ال‬ . ‫ال‬ ‫ومأل‬ ‫ا‬ ‫مدق‬ ‫ي‬ ‫ذال‬ ‫نا‬ ‫ي‬ ‫ك‬ ‫ال‬ ، ‫د‬ ‫ن‬ ‫سال‬ ‫لم‬ ‫ا‬ ‫ح‬ ‫ىإل‬ ‫ام‬ ‫ه‬ ‫ي‬ ‫لك‬ ‫ر‬ ‫ادصإ‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫م‬ ‫عل‬ ‫ةي‬ ‫ساسألا‬ ‫ت‬ ‫اح‬ ‫ل‬ ‫ط‬ ‫صمال‬ ‫قل‬ ‫ع‬ ‫تت‬ ‫و‬ : ‫تاد‬ ‫ن‬ ‫سال‬ ‫ي‬ ‫ه‬ ‫تاد‬ ‫ن‬ ‫سلل‬ ‫ة‬ ‫ي‬ ‫مسالا‬ ‫ةم‬ ‫ي‬ ‫قال‬ : ‫م‬ ‫هسلل‬ ‫ة‬ ‫ي‬ ‫مسالا‬ ‫ةم‬ ‫ي‬ ‫قال‬ ‫ة‬ ‫رو‬ ‫ص‬ ‫ال‬ ‫ن‬ ‫مأل‬ ‫ا‬ ‫ة‬ ‫ي‬ ‫مسالا‬ ‫ةم‬ ‫ي‬ ‫قال‬ 5 ‫نم‬3 ‫ةحفصال‬
5 ‫نم‬4 ‫ةحفصال‬ CH8 Such as $1000 or $5000. this is the amount that a bondholder is paid at the time of the bond’s maturity. Coupon rate and coupon payment: -The coupon rate is the stated interest rate on the bond as promised by the issuer. -The coupon payment is the amount the holder of the coupon receives periodically, usually semiannually. ‫ع‬ ‫ف‬ ‫د‬ ‫ي‬ ‫ي‬ ‫ذال‬ ‫غ‬ ‫ل‬ ‫ب‬ ‫م‬ ‫ال‬ ‫وه‬ ‫اذ‬ ‫ه‬ .$ 0111 ‫وأ‬$ 0111 ‫ل‬ ‫ث‬ ‫م‬ . ‫د‬ ‫ن‬ ‫س‬ ‫ال‬ ‫ق‬ ‫اقح‬ ‫ت‬ ‫سا‬ ‫تقو‬ ‫ي‬ ‫ف‬ ‫د‬ ‫ن‬ ‫سال‬ ‫لم‬ ‫ا‬ ‫حل‬ : ‫ة‬ ‫م‬ ‫ي‬ ‫سقال‬ ‫ع‬ ‫ف‬ ‫د‬ ‫و‬ ‫ةدئافال‬ ‫رعس‬ ‫ىل‬ ‫ع‬ ‫ن‬ ‫ل‬ ‫ع‬ ‫م‬ ‫ال‬ ‫ةدئافال‬ ‫رعس‬ ‫وه‬ ‫ةدئافال‬ ‫رعس‬The- . ‫رد‬ ‫صمال‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ن‬ ‫م‬ ‫ت‬ ‫دع‬ ‫و‬ ‫ام‬ ‫ك‬ ‫تاد‬ ‫ن‬ ‫سال‬ -The ‫ة‬ ‫م‬ ‫ي‬ ‫سقال‬ ‫بح‬ ‫ا‬ ‫ص‬ ‫ل‬ ‫غ‬ ‫ل‬ ‫ب‬ ‫م‬ ‫ال‬ ‫وه‬ ‫ةم‬ ‫ي‬ ‫سقال‬ ‫ع‬ ‫فد‬ ‫ة‬ ‫يون‬ ‫س‬ ‫ف‬ ‫ص‬ ‫ن‬ ‫ةدا‬ ‫ع‬ ، ‫يرود‬ ‫لكشب‬ ‫ىق‬ ‫ل‬ ‫تي‬ . Key terms relate to the bond issuance process: Zero coupon bonds: the term coupon refers to the amount of interest that will be paid by the issuer to the bondholders. Bond issued with no coupon at all are called zero coupon bonds. Callable bonds: bonds may be redeemed by the issuer before they mature. An issuer may call a bond because its coupon rate is higher than the presently prevailing interest rates for bonds. ‫رادصإ‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫م‬ ‫عل‬ ‫ةي‬ ‫ساسأل‬ ‫ا‬ ‫ت‬ ‫ا‬ ‫حل‬ ‫ط‬ ‫ص‬ ‫م‬ ‫ال‬ ‫قل‬ ‫ع‬ ‫تت‬ ‫و‬ : ‫تاد‬ ‫ن‬ ‫سال‬ ‫ى‬ ‫إل‬ ‫ح‬ ‫لط‬ ‫ص‬ ‫م‬ ‫ال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫سقال‬ ‫ر‬ ‫ي‬ ‫شت‬ : ‫ة‬ ‫م‬ ‫ي‬ ‫سق‬ ‫ت‬ ‫ا‬ ‫د‬ ‫ن‬ ‫سال‬ ‫رفص‬ ‫ةردصمال‬ ‫ةهجال‬ ‫ق‬ ‫ب‬ ‫ل‬ ‫نم‬ ‫اهعفد‬ ‫س‬ ‫ي‬ ‫ت‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ي‬ ‫فال‬‫ا‬‫ئ‬ ‫د‬‫ة‬ ‫رادقم‬ ‫دو‬ ‫ج‬ ‫و‬ ‫مدع‬ ‫ع‬ ‫م‬ ‫ةر‬ ‫د‬ ‫اصال‬ ‫ت‬ ‫اد‬ ‫ن‬ ‫سال‬ . ‫ت‬ ‫ا‬ ‫د‬ ‫ن‬ ‫سال‬ ‫يلماحل‬ . ‫فص‬‫ر‬ ‫يسقال‬‫م‬‫ة‬ ‫تادنس‬ ‫تو‬‫س‬‫ىم‬ ‫لك‬ ‫ف‬ ‫ي‬ ‫يسق‬‫م‬‫ة‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ر‬ ‫دصمال‬ ‫هب‬ ‫ى‬ ‫د‬ ‫ت‬ ‫فا‬ ‫د‬ ‫ق‬ ‫تاد‬ ‫ن‬ ‫س‬ ‫ال‬ : ‫ة‬ ‫قح‬ ‫ت‬ ‫سمال‬ ‫ت‬ ‫اد‬ ‫ن‬ ‫سال‬ ‫فال‬‫ا‬‫ئ‬ ‫د‬‫ة‬ ‫رعسل‬ ‫نسال‬‫د‬‫ا‬‫ت‬ ‫ءاعدتسا‬ ‫دق‬ ‫ردصمال‬ .‫ا‬‫س‬‫ت‬‫ح‬‫اق‬‫ق‬‫اه‬ ‫تقوال‬ ‫ف‬ ‫ي‬ ‫اسال‬‫ئ‬‫د‬‫ة‬ ‫فال‬‫ا‬‫ئ‬ ‫د‬‫ة‬ ‫راعسأ‬ ‫نم‬ ‫ىلعأ‬ ‫ف‬ ‫ي‬ ‫ه‬ ‫ا‬ . ‫ت‬ ‫اد‬ ‫ن‬ ‫سلل‬ ‫ر‬ ‫ضا‬ ‫حال‬ • Bond valuation(annual periods for coupon payment): Market valuation = (coupon payment) x PVFA(k, n) + Par value x PVF(k, n) • Bond valuation(semiannual periods for coupon payment): MV=(coupon payment/2) x PVFA(k/2, nx2) + (Par value) x PVF(k/2, nx2) :) ‫ةميسق‬ ‫ل‬ ‫ل‬ ‫د‬ ‫ف‬ ‫ع‬ ‫نسال‬‫و‬‫ي‬‫ة‬ ‫تف‬‫ر‬‫ا‬‫ت‬ ( ‫نوب‬ ‫د‬ ‫ت‬ ‫ق‬ ‫ي‬ ‫ي‬ ‫م‬ • × ) ‫ع‬ ‫فد‬ ‫ة‬ ‫م‬ ‫ي‬ ‫سق‬ ( = ‫ةي‬ ‫ق‬ ‫و‬ ‫سال‬ ‫ةم‬ ‫ي‬ ‫قال‬ PVFA ) ‫ن‬ ، ‫ك‬ ( ‫س‬ ‫ةم‬ ‫ي‬ ‫ق‬ ‫ة‬ ‫ي‬ ‫مسال‬ ‫ا‬ +PVF) ‫ن‬ ، ‫ك‬ ( :) ‫نوبو‬ ‫ك‬ ‫عف‬ ‫د‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫ون‬ ‫س‬ ‫ف‬ ‫ص‬ ‫ن‬ ‫ت‬ ‫ار‬ ‫ت‬ ‫ف‬ ( ‫د‬ ‫ن‬ ‫و‬ ‫ب‬ ‫م‬ ‫ي‬ ‫ي‬ ‫قت‬ • MV × )0 / ‫ةم‬ ‫ي‬ ‫س‬ ‫ق‬ ‫ال‬ ‫ع‬ ‫ف‬ ‫دال‬ ( = PVFA ،0 / ‫(ك‬ NX2 × ) ‫ةي‬ ‫مسال‬ ‫ا‬ ‫ة‬ ‫مي‬ ‫قال‬ ( + )PVF ،0 / ‫(ك‬ NX2) Lease Financing ‫يل‬ ‫ي‬ ‫وم‬ ‫ت‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫جأت‬ ‫ال‬ An alternative to traditional equity and debt financing is leasing. A lease involves two parties : • Lessor: an entity that owns the asset that is then leased out. • Lessee: an entity that pays the lessor for the use of the asset but does not own it. A health care provider may decide to enter into lease arrangement for several reasons: 1 Avoid the bureaucratic delays of capital budget requests. 2 Avoid technological obsolescence. 3Receive better maintenance services 4-Allow for convenience. . ‫أت‬‫ج‬‫ي‬‫ر‬ ‫وه‬ ‫نويدال‬ ‫تو‬‫م‬‫يو‬‫ل‬ ‫ال‬ ‫ت‬ ‫ق‬ ‫ل‬ ‫ي‬ ‫د‬ ‫ي‬ ‫ة‬ ‫مهسألالل‬ ‫ب‬ ‫د‬ ‫ي‬ ‫ال‬ : ‫ن‬ ‫ي‬ ‫ف‬ ‫ر‬ ‫ط‬ ‫ال‬ ‫راجيإل‬ ‫ا‬ ‫دق‬ ‫ع‬ ‫ن‬ ‫مض‬ ‫تي‬ ‫و‬ ‫م‬ ‫ت‬ ‫ي‬ ‫مث‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫لو‬ ‫صأل‬ ‫ا‬ ‫ك‬ ‫ل‬ ‫م‬ ‫ت‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫نا‬ ‫ي‬ ‫ك‬ : ‫ر‬ ‫جؤم‬ ‫ال‬ • .‫اهريجأت‬ ‫م‬ ‫ادختسال‬ ‫ر‬ ‫ج‬ ‫ؤ‬ ‫م‬ ‫ال‬ ‫ع‬ ‫ف‬ ‫د‬ ‫ي‬ ‫ي‬ ‫ذال‬ ‫نا‬ ‫ي‬ ‫ك‬ : ‫رجأتس‬ ‫م‬ ‫ال‬ • . ‫كل‬ ‫ذ‬ ‫ك‬ ‫ل‬ ‫م‬ ‫ت‬ ‫ال‬ ‫ن‬ ‫ك‬ ‫ل‬ ‫و‬ ‫ل‬ ‫صألا‬ ‫ف‬ ‫ي‬ ‫لوخدال‬ ‫ىإل‬ ‫يحصال‬‫ة‬ ‫ةياعرال‬ ‫مدقم‬ ‫ررقي‬ ‫دق‬ : ‫ب‬ ‫ا‬ ‫ب‬ ‫سأ‬ ‫ة‬ ‫دع‬ ‫ل‬ ‫راجيإل‬ ‫ا‬ ‫دق‬ ‫ع‬ ‫ت‬ ‫ا‬ ‫بيت‬ ‫رت‬ ‫ةن‬ ‫زاومال‬ ‫ت‬ ‫ا‬ ‫ب‬ ‫لط‬ ‫ة‬ ‫ي‬ ‫طار‬ ‫ق‬ ‫وري‬ ‫ب‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ر‬ ‫ي‬ ‫خ‬ ‫أت‬ ‫ال‬ ‫ب‬ ‫ن‬ ‫ج‬ ‫ت‬ -0 .‫ةيالمسأرال‬ . ‫يج‬ ‫و‬ ‫لون‬ ‫كت‬ ‫ال‬ ‫مدا‬ ‫ق‬ ‫ت‬ ‫ال‬ ‫ب‬ ‫ن‬ ‫جت‬ - 0 ‫ل‬ ‫ض‬ ‫ف‬ ‫أ‬ ‫ة‬ ‫ن‬ ‫ا‬ ‫ي‬ ‫ص‬ ‫ت‬ ‫امد‬ ‫خ‬ ‫ىل‬ ‫ع‬ ‫ل‬ ‫و‬ ‫ص‬ ‫حال‬ -5 . ‫ة‬ ‫ح‬ ‫ار‬ ‫ل‬ ‫ل‬ ‫حامسال‬ -4 Two types of leases: • Operating lease-service equipment leased for periods shorter than the equipment’s economic life. • This type of leasing arrangement can be canceled at any time without penalty, but there is no option to purchase the asset once the lease has expired. : ‫ر‬ ‫اجيإل‬ ‫ا‬ ‫دوق‬ ‫ع‬ ‫ن‬ ‫م‬ ‫ن‬ ‫ي‬ ‫عون‬ ‫ت‬ ‫ا‬ ‫ر‬ ‫ت‬ ‫فل‬ ‫ةر‬ ‫ج‬ ‫ؤ‬ ‫م‬ ‫ة‬ ‫م‬ ‫د‬ ‫خ‬ ‫ر‬ ‫اجيإل‬ ‫ا‬ ‫لي‬ ‫غش‬ ‫ت‬ ‫ال‬ ‫تاد‬ ‫ع‬ ‫م‬ • . ‫و‬ ‫تادعمالو‬ ‫ا‬‫ال‬‫تق‬‫ص‬‫ا‬‫د‬‫ي‬‫ة‬ ‫يحال‬‫ا‬‫ة‬ ‫نم‬ ‫أ‬‫ق‬‫رص‬ ‫يأ‬ ‫ف‬ ‫ي‬ ‫تال‬‫أ‬‫ج‬‫ي‬‫ر‬ ‫ال‬ ‫ت‬ ‫ر‬ ‫ت‬ ‫ي‬ ‫ب‬ ‫نم‬ ‫عونال‬ ‫اذه‬ ‫ءاغإل‬ ‫نكمي‬ • ‫ء‬ ‫ارشل‬ ‫را‬ ‫ي‬ ‫خ‬ ‫ي‬ ‫أ‬ ‫د‬ ‫جوي‬ ‫ال‬ ‫ن‬ ‫ك‬ ‫ل‬ ‫و‬ ، ‫ة‬ ‫ب‬ ‫وق‬ ‫ع‬ ‫ن‬ ‫و‬ ‫د‬ ‫ت‬ ‫قو‬ . ‫ر‬ ‫اجيإل‬ ‫ا‬ ‫دق‬ ‫ع‬ ‫ءا‬ ‫ه‬ ‫تن‬ ‫ا‬ ‫د‬ ‫رجمب‬ ‫ل‬ ‫و‬ ‫صألا‬ ‫ع‬ ‫ي‬ ‫مج‬ ‫ل‬ ‫ل‬ ‫صأل‬ ‫ا‬ ‫ر‬ ‫ي‬ ‫جأت‬ ‫ال‬ ‫و‬ ‫يل‬ ‫ي‬ ‫وم‬ ‫ت‬ ‫ال‬ ‫ال‬ ‫مال‬ ‫س‬ ‫أر‬ • . ‫لل‬‫ش‬‫ار‬‫ء‬ ‫ا‬‫ال‬‫تق‬‫ص‬‫ا‬‫د‬‫ي‬‫ة‬ ‫يحال‬‫ا‬‫ة‬ ‫ف‬ ‫ي‬ ‫ةنكممال‬ ‫تارايخال‬ ، ‫ةبوقع‬ ‫نود‬ ‫اهؤاغإل‬ ‫نكمي‬ ‫ال‬ ‫تال‬‫أ‬‫ج‬‫ي‬‫ر‬ ‫نم‬ ‫عونال‬ ‫اذه‬ •
5 ‫نم‬5 ‫ةحفصال‬ CH8 • Capital Lease-lease the asset for all of its economic life possible option to buy. • This type of lease cannot be cancelled without penalty, and at the end of the lease period, the lessee may have the option to purchase the asset. ‫ر‬ ‫ا‬ ‫ي‬ ‫خ‬ ‫رجأتس‬ ‫م‬ ‫ل‬ ‫ل‬ ‫ن‬ ‫وكي‬ ‫د‬ ‫ق‬ ، ‫راجيإل‬ ‫ا‬ ‫ة‬ ‫ر‬ ‫ت‬ ‫ف‬ ‫ةي‬ ‫اه‬ ‫ن‬ ‫يفو‬ ‫ل‬ ‫صأل‬ ‫ا‬ ‫ءارش‬ Lease versus Purchase Decision ‫ء‬ ‫ار‬ ‫ش‬ ‫رارق‬ ‫ل‬ ‫ب‬ ‫اق‬ ‫م‬ ‫ر‬ ‫ي‬ ‫جأت‬ Decision whether to buy or lease a needed asset: • Compare present value cost of a buy decision with the present value cost of a lease over a specified time. • The option with the lower present value cost is preferable. • Many factors must be considered. : ‫لطمال‬‫و‬‫ةب‬ ‫لوصألا‬ ‫ا‬‫س‬‫ت‬‫ئ‬‫ج‬‫ا‬‫ر‬ ‫وأ‬ ‫ءارشل‬ ‫ءاوس‬ ‫رارق‬ ‫ة‬ ‫فل‬ ‫ك‬ ‫ت‬ ‫ع‬ ‫م‬ ‫ءارش‬ ‫رارقلل‬ ‫ةي‬ ‫الح‬ ‫ال‬ ‫ةم‬ ‫ي‬ ‫قال‬ ‫ة‬ ‫فل‬ ‫ك‬ ‫ت‬ ‫ة‬ ‫ن‬ ‫راقم‬ • . ‫ةددحم‬ ‫ةينمز‬ ‫ف‬ ‫ت‬ ‫ر‬ ‫ة‬ ‫لالخ‬ ‫راجيإلا‬ ‫قعل‬‫د‬ ‫يالحال‬‫ة‬ ‫يقال‬‫م‬‫ة‬ ‫وه‬ ‫يالحال‬‫ة‬ ‫يقال‬‫م‬‫ة‬ ‫ا‬‫ن‬‫خ‬‫اف‬‫ض‬ ‫ت‬ ‫ك‬ ‫ل‬ ‫ف‬ ‫ة‬ ‫عم‬ ‫رايخال‬ • .‫ا‬‫أل‬‫لضف‬ . ‫ل‬ ‫م‬ ‫اوعال‬ ‫ن‬ ‫م‬ ‫ديدعال‬ ‫ي‬ ‫ف‬ ‫ر‬ ‫ظ‬ ‫ن‬ ‫ال‬ ‫ب‬ ‫جي‬ • Summary • Three ways to finance debt • Using debt (liabilities) • Using equity • Combination of debt and equity ‫ن‬ ‫ويدال‬ ‫لي‬ ‫وم‬ ‫ت‬ ‫ل‬ ‫ق‬ ‫ر‬ ‫ط‬ ‫ثال‬ ‫ث‬ • ) ‫م‬ ‫و‬ ‫ص‬ ‫خ‬ ‫ال‬ ( ‫ن‬ ‫ي‬ ‫دال‬ ‫مادخ‬ ‫ت‬ ‫سا‬ • ‫م‬ ‫هسأل‬ ‫ا‬ ‫ق‬ ‫ي‬ ‫رط‬ ‫ن‬ ‫ع‬ • ‫م‬ ‫ه‬ ‫سأل‬ ‫ا‬ ‫و‬ ‫ن‬ ‫ي‬ ‫دال‬ ‫ن‬ ‫ي‬ ‫ب‬ ‫ع‬ ‫مجال‬ •
6 ‫نم‬1 ‫ةحفصال‬ CH9 Using Cost Information to Make Special Decisions ‫ة‬ ‫ص‬ ‫ا‬ ‫خ‬ ‫ت‬ ‫ار‬ ‫ا‬ ‫رق‬ ‫ذ‬ ‫اخت‬ ‫ا‬ ‫ىإل‬ ‫ة‬ ‫ف‬ ‫لكت‬ ‫ال‬ ‫تام‬ ‫ولعم‬ ‫م‬ ‫ا‬ ‫د‬ ‫خت‬ ‫ساب‬ Learning Objectives • Define fixed and variable costs • Compute price, fixed cost, variable cost per unit, or quality given to others • Construct and interpret a break even chart • Apply the concepts of contribution margin and product margin ‫ةري‬ ‫غ‬ ‫ت‬ ‫م‬ ‫و‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫د‬ ‫ي‬ ‫دحت‬ ‫ةري‬ ‫غ‬ ‫ت‬ ‫م‬ ‫ال‬ ‫ةفل‬ ‫كت‬ ‫ال‬ ‫و‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ة‬ ‫فل‬ ‫كت‬ ‫ال‬ ‫و‬ ، ‫ب‬ ‫اس‬ ‫ح‬ ‫رعس‬ ‫ن‬ ‫ي‬ ‫ر‬ ‫خ‬ ‫آل‬ ‫ل‬ ‫ة‬ ‫ني‬ ‫عم‬ ‫ةي‬ ‫عو‬ ‫ن‬ ‫وأ‬ ، ‫ةد‬ ‫ح‬ ‫ولل‬ ‫ي‬ ‫ن‬ ‫ا‬ ‫يب‬ ‫ال‬ ‫مس‬ ‫ر‬ ‫ال‬ ‫ل‬ ‫داع‬ ‫ت‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫سف‬ ‫ت‬ ‫و‬ ‫ءا‬ ‫ن‬ ‫ب‬ ‫نمال‬‫ت‬‫ج‬ ‫شماهو‬ ‫ةمهاسمال‬ ‫شماه‬ ‫ميهافم‬ ‫ت‬ ‫ط‬ ‫ب‬ ‫ي‬ ‫ق‬ Special Decisions ‫ة‬ ‫ص‬ ‫اخال‬ ‫ت‬ ‫ارارق‬ ‫ال‬ Special decisions: They are made on an as needed basis as opposed to a standard schedule. Examples:  Should we offer a particular service or a group of services?  Should we replace equipment? • They focus primarily on financial concerns, nonfinancial criteria must be considered when making special decisions. • Nonfinancial criteria may outweigh financial criteria. : ‫ة‬ ‫ص‬ ‫اخال‬ ‫ت‬ ‫ارارق‬ ‫ال‬ ‫ن‬ ‫م‬ ‫ال‬ ‫د‬ ‫ب‬ ‫ب‬ ‫و‬ ‫لطم‬ ‫و‬ ‫ه‬ ‫ا‬ ‫م‬ ‫س‬ ‫اس‬ ‫أ‬ ‫ىل‬ ‫ع‬ ‫ة‬ ‫عونص‬ ‫م‬ ‫يه‬ ‫و‬ . ‫يسا‬ ‫ي‬ ‫ق‬ ‫ي‬ ‫ن‬ ‫م‬ ‫ز‬ ‫لودج‬ : ‫ك‬ ‫ل‬ ‫ذ‬ ‫ىل‬ ‫ع‬ ‫ةل‬ ‫ث‬ ‫مأل‬ ‫ا‬  ‫ن‬ ‫م‬ ‫ة‬ ‫عوم‬ ‫ج‬ ‫م‬ ‫و‬ ‫أ‬ ‫ةني‬ ‫عم‬ ‫ة‬ ‫م‬ ‫د‬ ‫خ‬ ‫مد‬ ‫ق‬ ‫ن‬ ‫ن‬ ‫أ‬ ‫بجي‬ ‫؟تامدخال‬  ‫؟ت‬ ‫اد‬ ‫ع‬ ‫م‬ ‫ال‬ ‫ال‬ ‫د‬ ‫بت‬ ‫سا‬ ‫ا‬ ‫ني‬ ‫لع‬ ‫بجي‬ ‫ف‬ ‫وا‬ ‫خم‬ ‫ال‬ ‫ىل‬ ‫ع‬ ‫ل‬ ‫وأل‬ ‫ا‬ ‫ما‬ ‫ق‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ز‬ ‫كرت‬ ‫ي‬ ‫ه‬ ‫و‬ • ‫دنع‬ ‫يالمال‬‫ة‬ ‫يغ‬‫ر‬ ‫اعمال‬‫ي‬‫ي‬‫ر‬ ‫ف‬ ‫ي‬ ‫رظنال‬ ‫بجي‬ ، ‫ةيالمال‬ . ‫ة‬ ‫ص‬ ‫اخ‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫رارقال‬ ‫ذاخت‬ ‫ا‬ . ‫ةيالمال‬ ‫اعمال‬‫ي‬‫ي‬‫ر‬ ‫ت‬ ‫ف‬ ‫و‬ ‫ق‬ ‫دق‬ ‫يالمال‬‫ة‬ ‫يغ‬‫ر‬ ‫اعمال‬‫ي‬‫ي‬‫ر‬ • Break Even Analysis ‫لي‬ ‫لحت‬ ‫ال‬ ‫ى‬ ‫ت‬ ‫ح‬ ‫رسك‬ Tools help make these decisions: Break even analysis: A technique to analyze the relationship among revenue , cost and volume. • Also called Cost-Volume-Profit (CVP) analysis. • Approach can determine price, charges, and reimbursement. : ‫ت‬ ‫ا‬ ‫ر‬ ‫ا‬ ‫رقال‬ ‫هذ‬ ‫ه‬ ‫لع‬ ‫ج‬ ‫ىل‬ ‫ع‬ ‫دعاس‬ ‫ت‬ ‫ت‬ ‫اودأ‬ : ‫ل‬ ‫ي‬ ‫لحت‬ ‫ال‬ ‫ى‬ ‫ت‬ ‫ح‬ ‫رسك‬ ‫ةفل‬ ‫كت‬ ‫ال‬ ‫و‬ ‫تادار‬ ‫ي‬ ‫إلا‬ ‫ن‬ ‫ي‬ ‫ب‬ ‫ة‬ ‫ق‬ ‫ال‬ ‫ع‬ ‫ال‬ ‫ل‬ ‫ي‬ ‫لحتل‬ ‫ة‬ ‫ين‬ ‫قت‬ ‫كا‬ ‫ن‬ ‫ه‬ ‫و‬ . ‫م‬ ‫جحو‬ ( ‫ةفل‬ ‫كت‬ ‫ال‬ ‫ح‬ ‫ب‬ ‫رال‬ ‫م‬ ‫جح‬ ‫ت‬ ‫ا‬ ‫ذ‬ ‫ا‬ ‫ع‬ ‫د‬ ‫ام‬ ‫ك‬ •CVP ) . ‫ال‬‫ت‬ ‫ح‬‫ل‬‫ي‬ ‫ل‬ . ‫د‬ ‫ادسال‬ ‫و‬ ، ‫م‬ ‫و‬ ‫سر‬ ‫ال‬ ‫و‬ ، ‫رعسال‬ ‫ديدح‬ ‫ت‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ ‫ج‬ ‫هن‬ • Break Even equation Revenue=Cost Formula to determine total revenues: Total revenue=Price x Quantity • Where quantity is used to represent number of visits, patients, services etc. Price X Quantity = Total Costs • This shown in row II in Exhibit 9.3. ‫ة‬ ‫لدا‬ ‫ع‬ ‫م‬ ‫ال‬ ‫ى‬ ‫ت‬ ‫ح‬ ‫رسك‬ ‫ة‬ ‫ف‬ ‫ل‬ ‫ك‬ ‫ت‬ ‫ال‬ = ‫تادار‬ ‫ي‬ ‫إلا‬ : ‫ت‬ ‫ا‬ ‫دار‬ ‫ي‬ ‫إلا‬ ‫يال‬ ‫م‬ ‫جإ‬ ‫د‬ ‫ي‬ ‫دحت‬ ‫ل‬ ‫ة‬ ‫غ‬ ‫ي‬ ‫ص‬ ‫رعسال‬ = ‫تاداريإلا‬ ‫يالمجإ‬X ‫يمكال‬‫ة‬ ، ‫ةرم‬ ‫نم‬ ‫ددع‬ ‫ل‬ ‫ت‬ ‫م‬ ‫ث‬ ‫ي‬ ‫ل‬ ‫ةيمك‬ ‫مادختسا‬ ‫الح‬ ‫ف‬ ‫ي‬ • ‫خ‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫مدخال‬ ‫و‬ ، ‫ىضرمالو‬ ‫رعس‬X ‫في‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫عومجم‬ = ‫ة‬ ‫ي‬ ‫م‬ ‫ك‬ ‫ال‬ .3.9 ‫ق‬ ‫ح‬ ‫ل‬ ‫مال‬ ‫ي‬ ‫ف‬ ‫ي‬ ‫ن‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ف‬ ‫ص‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ن‬ ‫يب‬ ‫م‬ ‫وه‬ ‫اذه‬ •
CH9 The Role of Fixed Costs : Fixed costs: Costs that stay the same in total over the relevant range but change inversely on a per unit basis as activity changes. • The average fixed cost per visit is inversely related to volume as long as total fixed cost remains constant. There are two major errors that must be avoided when using fixed cost information to make decisions: 1. assuming that cost per unit does not change when volume changes. 2. using fixed cost per unit derived at one level to forecast total fixed costs at another level. : ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫في‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫رود‬ ‫ت‬ ‫ن‬ ‫ا‬ ‫ك‬ ‫ا‬ ‫م‬ ‫ىل‬ ‫ع‬ ‫ىق‬ ‫ب‬ ‫ت‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ : ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ر‬ ‫يي‬ ‫غت‬ ‫ن‬ ‫ك‬ ‫ل‬ ‫و‬ ‫ة‬ ‫ل‬ ‫صال‬ ‫ت‬ ‫ا‬ ‫ذ‬ ‫ة‬ ‫عو‬ ‫م‬ ‫جم‬ ‫لال‬ ‫خ‬ ‫ه‬ ‫ي‬ ‫لع‬ ‫تار‬ ‫يي‬ ‫غت‬ ‫اه‬ ‫ن‬ ‫أ‬ ‫س‬ ‫اس‬ ‫أ‬ ‫ىل‬ ‫ع‬ ‫ة‬ ‫د‬ ‫حو‬ ‫ل‬ ‫ك‬ ‫ىل‬ ‫ع‬ ‫ا‬ ‫ي‬ ‫سكع‬ .‫نال‬‫ش‬‫ا‬‫ط‬ ‫ا‬ ‫ي‬ ‫سكع‬ ‫ةرا‬ ‫ي‬ ‫ز‬ ‫ل‬ ‫كل‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ة‬ ‫فل‬ ‫كت‬ ‫ال‬ ‫ط‬ ‫س‬ ‫وت‬ ‫م‬ ‫ط‬ ‫بت‬ ‫ر‬ ‫ي‬ • . ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫جإلا‬ ‫ة‬ ‫فل‬ ‫كت‬ ‫ال‬ ‫ت‬ ‫ي‬ ‫قب‬ ‫ا‬ ‫م‬ ‫ال‬ ‫ط‬ ‫م‬ ‫جح‬ ‫ع‬ ‫م‬ ‫اه‬ ‫بن‬ ‫جت‬ ‫ب‬ ‫جي‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ى‬ ‫ر‬ ‫ب‬ ‫ك‬ ‫ال‬ ‫ء‬ ‫ا‬ ‫طخألا‬ ‫ن‬ ‫م‬ ‫ن‬ ‫اعو‬ ‫ن‬ ‫كا‬ ‫ن‬ ‫ه‬ ‫ذاخت‬ ‫ال‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ة‬ ‫فل‬ ‫ك‬ ‫ت‬ ‫ت‬ ‫ا‬ ‫مول‬ ‫ع‬ ‫م‬ ‫ال‬ ‫مادخ‬ ‫ت‬ ‫سا‬ ‫د‬ ‫ن‬ ‫ع‬ : ‫ت‬ ‫ارارق‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ت‬ ‫ت‬ ‫ال‬ ‫ةد‬ ‫ح‬ ‫و‬ ‫ل‬ ‫ك‬ ‫ل‬ ‫ةفل‬ ‫كت‬ ‫ال‬ ‫ن‬ ‫أ‬ ‫ضار‬ ‫ت‬ ‫فا‬ ‫ىل‬ ‫ع‬ .1 . ‫مجح‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ت‬ ‫ت‬ ‫امد‬ ‫ن‬ ‫ع‬ ‫ي‬ ‫ف‬ ‫ةق‬ ‫ت‬ ‫شم‬ ‫ةد‬ ‫حو‬ ‫ل‬ ‫كل‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ة‬ ‫فل‬ ‫كت‬ ‫ال‬ ‫م‬ ‫ادختس‬ ‫ا‬ .2 ‫لع‬‫ى‬ ‫ةيالمجإلا‬ ‫ال‬ ‫ث‬ ‫ا‬ ‫ب‬ ‫ت‬ ‫ة‬ ‫ال‬ ‫ت‬ ‫ك‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ال‬ ‫ت‬ ‫ن‬ ‫ب‬ ‫ؤ‬ ‫دحاو‬ ‫تسم‬‫و‬‫ى‬ . ‫رخآ‬ ‫ى‬ ‫وتسم‬ This example illustrates the two major attributes of fixed costs: 1Fixed costs stay the same in total as volume increases; hence, the term fixed (in Exhibit 9.2 they remained at $200,000). 2 Fixed costs per unit change inversely with volume (in Exhibit 9.2 they decreased from an average of $200 per visit to $40 per visit as volume increased from 1,000 to 5,000 visits. ‫نم‬ ‫ال‬ ‫ر‬ ‫ئ‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ة‬ ‫تامسال‬ ‫نم‬ ‫ا‬ ‫ث‬ ‫ن‬ ‫ي‬ ‫ن‬ ‫الثمال‬ ‫اذه‬ ‫حضوي‬ : ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫د‬ ‫ي‬ ‫زي‬ ‫ا‬ ‫مك‬ ‫عومج‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫اه‬ ‫سفن‬ ‫ىق‬ ‫ب‬ ‫ت‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ 1 ‫ق‬ ‫ح‬ ‫ل‬ ‫مال‬ ‫ي‬ ‫ف‬ ( ‫ة‬ ‫ددح‬ ‫م‬ ‫ةد‬ ‫م‬ ‫نإف‬ ، ‫يال‬ ‫ت‬ ‫ال‬ ‫ب‬ ‫و‬ . ‫م‬ ‫جح‬ ‫ن‬ ‫م‬ .)$ 222،222 ‫ي‬ ‫ف‬ ‫ت‬ ‫لظ‬ ‫اه‬ ‫ن‬ ‫أ‬ 3.2 ‫م‬ ‫جح‬ ‫ع‬ ‫م‬ ‫اي‬ ‫سكع‬ ‫ر‬ ‫ي‬ ‫غت‬ ‫ةد‬ ‫حو‬ ‫ل‬ ‫كل‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ 2 222 ‫طسو‬ ‫ت‬ ‫م‬ ‫ن‬ ‫م‬ ‫ت‬ ‫ض‬ ‫فخ‬ ‫ن‬ ‫ا‬ ‫اه‬ ‫ن‬ ‫أ‬ 3.2 ‫ق‬ ‫ح‬ ‫ل‬ ‫مال‬ ‫ي‬ ‫ف‬ ( ‫م‬ ‫جح‬ ‫ث‬ ‫ي‬ ‫ح‬ ‫ن‬ ‫م‬ ‫ةرا‬ ‫ي‬ ‫ز‬ ‫ل‬ ‫ك‬ ‫ل‬ $ 02 ‫ى‬ ‫إل‬ ‫ةرا‬ ‫ي‬ ‫ز‬ ‫ل‬ ‫كل‬ $ . ‫ةر‬ ‫م‬ 0222 ‫ىإل‬1222 ‫ن‬ ‫م‬ ‫ع‬ ‫فت‬ ‫را‬ ‫ةراجتال‬ The Role of Variable Costs: Variable Costs; costs that stay the same per unit but change directly in total with a change in activity over the relevant range. The two major characteristics of variable costs have been identified, and they are just the opposite of those for fixed costs: 1. Total variable costs change directly with a change in activity. 2. Variable cost per unit stays the same with a change in activity. : ‫ةري‬ ‫غ‬ ‫ت‬ ‫م‬ ‫ال‬ ‫في‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫رود‬ ‫ل‬ ‫ك‬ ‫ي‬ ‫ف‬ ‫اه‬ ‫سفن‬ ‫ىق‬ ‫ب‬ ‫ت‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫؛ةري‬ ‫غ‬ ‫ت‬ ‫م‬ ‫را‬ ‫ع‬ ‫سا‬ ‫ر‬ ‫يي‬ ‫غت‬ ‫ع‬ ‫م‬ ‫عو‬ ‫م‬ ‫ج‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ةرشاب‬ ‫م‬ ‫ري‬ ‫ي‬ ‫غت‬ ‫ن‬ ‫ك‬ ‫ل‬ ‫و‬ ‫ة‬ ‫دحو‬ . ‫ة‬ ‫ل‬ ‫ص‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ذ‬ ‫ة‬ ‫ع‬ ‫ومج‬ ‫م‬ ‫ى‬ ‫لع‬ ‫ط‬ ‫ا‬ ‫ش‬ ‫نال‬ ‫يف‬ ‫ن‬ ‫م‬ ‫ن‬ ‫ين‬ ‫ث‬ ‫ا‬ ‫ة‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ئ‬ ‫ر‬ ‫ال‬ ‫ص‬ ‫ئ‬ ‫اص‬ ‫خ‬ ‫ال‬ ‫د‬ ‫ي‬ ‫دح‬ ‫ت‬ ‫م‬ ‫ت‬ ‫د‬ ‫قو‬ ‫ت‬ ‫ل‬ ‫ك‬ ‫سكع‬ ‫ىوس‬ ‫ل‬ ‫ي‬ ‫س‬ ‫ت‬ ‫اهنأو‬ ، ‫تمال‬‫غ‬‫ي‬‫ر‬‫ة‬ ‫ال‬ ‫ت‬ ‫ك‬ ‫ال‬ ‫ي‬ ‫ف‬ : ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ع‬ ‫م‬ ‫ةر‬ ‫ش‬ ‫ا‬ ‫ب‬ ‫م‬ ‫ري‬ ‫غت‬ ‫ت‬ ‫ةري‬ ‫غ‬ ‫ت‬ ‫م‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ع‬ ‫و‬ ‫مج‬ ‫م‬ .1 . ‫ط‬ ‫اشنال‬ ‫ي‬ ‫ف‬ ‫ر‬ ‫يي‬ ‫غت‬ ‫ر‬ ‫يي‬ ‫غت‬ ‫ع‬ ‫م‬ ‫ه‬ ‫سفن‬ ‫ىق‬ ‫ب‬ ‫ي‬ ‫ة‬ ‫دح‬ ‫و‬ ‫ل‬ ‫ك‬ ‫ل‬ ‫ةري‬ ‫غ‬ ‫ت‬ ‫م‬ 6 ‫نم‬2 ‫ةحفصال‬
CH9 Formula: Total variable costs=variable cost per unit x number of units per activity ‫ةري‬ ‫غ‬ ‫ت‬ ‫م‬ ‫ال‬ ‫ةفل‬ ‫كت‬ ‫ال‬ = ‫ةري‬ ‫غ‬ ‫ت‬ ‫م‬ ‫ال‬ ‫في‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫عومجم‬ ‫ط‬ ‫ا‬ ‫ش‬ ‫نال‬ ‫ي‬ ‫ف‬ ‫ت‬ ‫ا‬ ‫دح‬ ‫و‬ ‫ال‬ ‫دد‬ ‫ع‬ × ‫ة‬ ‫دح‬ ‫ولل‬ Exhibit 9.7 summarizes and compares the major characteristics of fixed and variable costs in relation to volume within a relevant range. Fixed costs stay the same in total but change per unit as volume changes, whereas variable costs change in total but remain constant per unit with changes in volume. ‫ة‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ئ‬ ‫رال‬ ‫ص‬ ‫ئ‬ ‫اص‬ ‫خ‬ ‫ال‬ ‫ن‬ ‫راق‬ ‫ي‬ ‫و‬ ‫ص‬ ‫خلي‬ 3.9 ‫لمحي‬ ‫م‬ ‫جح‬ ‫قل‬ ‫ع‬ ‫ت‬ ‫ي‬ ‫ام‬ ‫ي‬ ‫ف‬ ‫ةري‬ ‫غ‬ ‫ت‬ ‫م‬ ‫ال‬ ‫و‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ن‬ ‫م‬ ‫اه‬ ‫سفن‬ ‫ىق‬ ‫ب‬ ‫ت‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ . ‫ة‬ ‫ل‬ ‫ص‬ ‫ت‬ ‫ا‬ ‫ذ‬ ‫ق‬ ‫ا‬ ‫طن‬ ‫ل‬ ‫خاد‬ ‫ي‬ ‫ف‬ ‫ر‬ ‫ي‬ ‫غت‬ ‫ع‬ ‫م‬ ‫ة‬ ‫دح‬ ‫و‬ ‫ي‬ ‫ف‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ت‬ ‫ت‬ ‫ن‬ ‫ك‬ ‫ل‬ ‫و‬ ‫عو‬ ‫م‬ ‫جمال‬ ‫يف‬ ‫ي‬ ‫ف‬ ‫ةري‬ ‫غ‬ ‫ت‬ ‫م‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ت‬ ‫ت‬ ‫ن‬ ‫ي‬ ‫ح‬ ‫ي‬ ‫ف‬ ، ‫ت‬ ‫و‬ ‫صال‬ ‫تار‬ ‫يي‬ ‫غ‬ ‫ت‬ ‫ال‬ ‫ع‬ ‫م‬ ‫ة‬ ‫د‬ ‫حو‬ ‫ل‬ ‫كل‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ىق‬ ‫ب‬ ‫ت‬ ‫ن‬ ‫ك‬ ‫ل‬ ‫و‬ ‫عومجمال‬ . ‫م‬ ‫جح‬ ‫ال‬ ‫يف‬ Break Even Equation ‫ة‬ ‫لدا‬ ‫ع‬ ‫م‬ ‫ال‬ ‫ى‬ ‫ت‬ ‫ح‬ ‫رسك‬ The break even formula can now be expanded and modified to include variable costs as shown in Exhibit 9.3. Price x Volume=Fixed Cost + Variable Cost Price x Volume=Fixed Cost +(Variable Cost x volume) Break even formula can be used to : 1) Find Price 2) Find quantity 3) Find Fixed cost 4) Find Variable cost per unit ‫ع‬ ‫ي‬ ‫سوت‬ ‫ن‬ ‫آلا‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ ‫ة‬ ‫غ‬ ‫ي‬ ‫ص‬ ‫ى‬ ‫ت‬ ‫ح‬ ‫ي‬ ‫ن‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ط‬ ‫وش‬ ‫ال‬ ‫يف‬ ‫ي‬ ‫ف‬ ‫ن‬ ‫يب‬ ‫م‬ ‫وه‬ ‫ام‬ ‫ك‬ ‫ةري‬ ‫غ‬ ‫ت‬ ‫م‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫لمش‬ ‫ت‬ ‫ل‬ ‫اه‬ ‫ل‬ ‫ي‬ ‫دع‬ ‫ت‬ ‫و‬ .3.9 ‫ق‬ ‫حلمال‬ ‫رعس‬X + ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ةفل‬ ‫كت‬ ‫ال‬ = ‫مج‬ ‫ح‬ ‫ال‬ ‫ةري‬ ‫غ‬ ‫ت‬ ‫م‬ ‫ال‬ ‫ةفل‬ ‫كت‬ ‫ال‬ ‫ر‬ ‫عس‬ X ‫ة‬ ‫فل‬ ‫كت‬ ‫ال‬ = ‫مج‬ ‫ح‬ ‫ال‬ ) ‫خ‬ ‫مجح‬ ‫ة‬ ‫فل‬ ‫كت‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ت‬ ‫م‬ ( + ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ : ‫ل‬ ‫اه‬ ‫م‬ ‫ادختس‬ ‫ا‬ ‫ن‬ ‫كمي‬ ‫ة‬ ‫غ‬ ‫ي‬ ‫ص‬ ‫ر‬ ‫سك‬ ‫ى‬ ‫ت‬ ‫ح‬ ‫ر‬ ‫اع‬ ‫سأل‬ ‫ا‬ ‫ن‬ ‫ع‬ ‫ث‬ ‫حبال‬ )1 ‫ةي‬ ‫م‬ ‫ك‬ ‫ال‬ ‫ن‬ ‫ع‬ ‫ث‬ ‫حبال‬ )2 ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ة‬ ‫فل‬ ‫كت‬ ‫ال‬ ‫ن‬ ‫ع‬ ‫ث‬ ‫حبال‬ )9 ‫ة‬ ‫دح‬ ‫و‬ ‫ل‬ ‫ل‬ ‫ةري‬ ‫غ‬ ‫ت‬ ‫م‬ ‫ال‬ ‫ة‬ ‫ف‬ ‫ل‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫داجي‬ ‫إ‬ )0 Break Even Analysis ‫لي‬ ‫لحت‬ ‫ال‬ ‫ى‬ ‫ت‬ ‫ح‬ ‫رسك‬ • Economies of scale is the cost advantage that arises with increased output of a product. Economies of scale arise because of the inverse relationship between the quantity produced and per-unit fixed costs; i.e. the greater the quantity of a good produced, the lower the per-unit fixed cost because these costs are shared over a larger number of goods. There are four methods to apply economy of scale principles to affect health care: 1) Scale up volume. 2) Reduce costs. 3) Alter fixed and variable cost structure. ‫ع‬ ‫م‬ ‫أشن‬ ‫ت‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ةفل‬ ‫كت‬ ‫ال‬ ‫ةزي‬ ‫م‬ ‫وه‬ ‫مج‬ ‫ح‬ ‫ال‬ ‫ت‬ ‫ارو‬ ‫ف‬ ‫و‬ • ‫ب‬ ‫س‬ ‫ب‬ ‫ب‬ ‫ت‬ ‫ن‬ ‫ش‬ ‫أ‬ ‫مجحال‬ ‫تاروفو‬ . ‫لل‬‫م‬‫ن‬ ‫ت‬ ‫ج‬ ‫ا‬‫ال‬‫ن‬‫ت‬‫ا‬‫ج‬ ‫ةدايز‬ ‫ة‬ ‫دح‬ ‫و‬ ‫لك‬ ‫ل‬ ‫و‬ ‫ةجت‬ ‫ن‬ ‫م‬ ‫ال‬ ‫ةي‬ ‫م‬ ‫ك‬ ‫ال‬ ‫ن‬ ‫ي‬ ‫ب‬ ‫ة‬ ‫ي‬ ‫سك‬ ‫عال‬ ‫ةقال‬ ‫ع‬ ‫ال‬ ‫لس‬‫ع‬‫ة‬ ‫نم‬ ‫ةيمك‬ ‫تداز‬ ‫لك‬‫م‬‫ا‬ ‫يأ‬ . ‫ال‬ ‫ث‬ ‫ا‬ ‫ب‬ ‫ت‬ ‫ة‬ ‫ال‬ ‫ت‬ ‫ك‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫هذهل‬ ‫ال‬ ‫ث‬ ‫ا‬ ‫ب‬ ‫ت‬ ‫ة‬ ‫ال‬ ‫ت‬ ‫ك‬ ‫ل‬ ‫ف‬ ‫ة‬ ‫ةدحو‬ ‫ف‬ ‫ي‬ ‫ض‬ ‫او‬‫ن‬‫خ‬‫اف‬ ، ‫ةجتنمال‬ . ‫بال‬ ‫ض‬‫ا‬‫ئ‬ ‫ع‬ ‫نم‬ ‫أ‬‫ك‬‫ب‬‫ر‬ ‫ددع‬ ‫لع‬‫ى‬ ‫تشمال‬‫ر‬‫ةك‬ ‫ال‬ ‫ت‬ ‫ك‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ىل‬ ‫ع‬ ‫ئ‬ ‫دا‬ ‫ب‬ ‫م‬ ‫ال‬ ‫د‬ ‫اصت‬ ‫قا‬ ‫ق‬ ‫يب‬ ‫ط‬ ‫ت‬ ‫ل‬ ‫بي‬ ‫الس‬ ‫أ‬ ‫ةع‬ ‫ب‬ ‫رأ‬ ‫كا‬ ‫ن‬ ‫ه‬ : ‫ة‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ى‬ ‫لع‬ ‫ر‬ ‫ث‬ ‫ؤت‬ ‫و‬ ‫ق‬ ‫ا‬ ‫طن‬ . ‫ت‬ ‫و‬ ‫ص‬ ‫ال‬ ‫ى‬ ‫وتس‬ ‫م‬ ‫ع‬ ‫فر‬ )1 . ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ض‬ ‫فخ‬ )2 . ‫ةري‬ ‫غ‬ ‫ت‬ ‫م‬ ‫ال‬ ‫و‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫في‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫لك‬ ‫ي‬ ‫ه‬ ‫ل‬ ‫ي‬ ‫د‬ ‫ب‬ ‫ت‬ )9 . ‫ال‬ ‫مع‬ ‫ألا‬ ‫جذومن‬ ‫را‬ ‫ك‬ ‫تب‬ ‫ا‬ )0 6 ‫نم‬3 ‫ةحفصال‬
CH9 Break even equation ‫ة‬ ‫لدا‬ ‫ع‬ ‫م‬ ‫ال‬ ‫ر‬ ‫سك‬ ‫ى‬ ‫ت‬ ‫ح‬ Break even equation including direct costs, indirect costs and desired profit. (See Exhibit 9.9) direct costs: are those that an organization can measure or trace to a particular patient or service (e.g., the time a nurse or nursing assistant spends with a client) Indirect costs: are those that the organization is not able to associate with a particular patient or service (e.g., the cost of the billing clerk or computer system). ‫ة‬ ‫رشا‬ ‫ب‬ ‫م‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫كل‬ ‫ذ‬ ‫ي‬ ‫ف‬ ‫ام‬ ‫ب‬ ‫ة‬ ‫لدا‬ ‫ع‬ ‫م‬ ‫ال‬ ‫ر‬ ‫سك‬ ‫ى‬ ‫ت‬ ‫ح‬ ‫رظ‬ ‫ن‬ ‫ا‬ ( . ‫ب‬ ‫و‬ ‫لط‬ ‫م‬ ‫ال‬ ‫ح‬ ‫ب‬ ‫رالو‬ ‫ة‬ ‫رشا‬ ‫ب‬ ‫م‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫الو‬ )3.3 ‫قحلمال‬ ‫ة‬ ‫مظن‬ ‫م‬ ‫ل‬ ‫ل‬ ‫ن‬ ‫ك‬ ‫مي‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ك‬ ‫لت‬ ‫ي‬ ‫ه‬ : ‫ةرشاب‬ ‫م‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ىل‬ ‫ع‬ ( ‫ة‬ ‫ني‬ ‫عم‬ ‫ة‬ ‫م‬ ‫د‬ ‫خ‬ ‫و‬ ‫أ‬ ‫ن‬ ‫ي‬ ‫عم‬ ‫ض‬ ‫ي‬ ‫رمل‬ ‫ع‬ ‫بت‬ ‫ت‬ ‫و‬ ‫أ‬ ‫س‬ ‫ا‬ ‫ي‬ ‫ق‬ ‫ض‬ ‫ي‬ ‫رم‬ ‫ت‬ ‫ال‬ ‫و‬ ‫أ‬ ‫ة‬ ‫ض‬ ‫ر‬ ‫مم‬ ‫ت‬ ‫ق‬ ‫و‬ ‫ال‬ ‫ي‬ ‫ف‬ ، ‫ال‬ ‫ث‬ ‫م‬ ‫ال‬ ‫ل‬ ‫يب‬ ‫س‬ ) ‫لي‬ ‫م‬ ‫ع‬ ‫ال‬ ‫ع‬ ‫م‬ ‫ق‬ ‫ف‬ ‫ن‬ ‫ت‬ ‫دعاسم‬ ‫ة‬ ‫م‬ ‫ظ‬ ‫ن‬ ‫م‬ ‫ال‬ ‫ن‬ ‫أ‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ك‬ ‫لت‬ ‫ي‬ ‫ه‬ : ‫ةرشاب‬ ‫م‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫م‬ ‫د‬ ‫خ‬ ‫و‬ ‫أ‬ ‫ن‬ ‫ي‬ ‫عم‬ ‫ض‬ ‫ي‬ ‫رم‬ ‫ع‬ ‫م‬ ‫طب‬ ‫ر‬ ‫ى‬ ‫لع‬ ‫ةردا‬ ‫ق‬ ‫تس‬ ‫ي‬ ‫ل‬ ‫وأ‬ ‫ال‬ ‫ف‬ ‫و‬ ‫ا‬ ‫ت‬ ‫ي‬ ‫ر‬ ‫اك‬‫ت‬‫ب‬ ‫ت‬ ‫ك‬ ‫ل‬ ‫ف‬ ‫ة‬ ‫إف‬‫ن‬ ، ‫الثمال‬ ‫س‬ ‫ب‬ ‫ي‬ ‫ل‬ ‫ىلع‬ ( .) ‫ر‬ ‫ت‬ ‫وي‬ ‫ب‬ ‫م‬ ‫ك‬ ‫ال‬ ‫ماظن‬ Break Even Chart ‫ي‬ ‫ن‬ ‫ا‬ ‫يب‬ ‫ال‬ ‫م‬ ‫سرال‬ ‫ى‬ ‫ت‬ ‫ح‬ ‫رسك‬ Break Even Chart-Graphically displays the relationships in the break even equation. ‫ت‬ ‫ا‬ ‫قال‬ ‫ع‬ ‫ال‬ ‫ض‬ ‫ر‬ ‫عي‬ ‫ا‬ ‫ين‬ ‫ا‬ ‫يب‬ ‫ل‬ ‫ل‬ ‫ي‬ ‫ن‬ ‫ا‬ ‫يب‬ ‫ال‬ ‫م‬ ‫سرال‬ ‫ى‬ ‫ت‬ ‫ح‬ ‫رس‬ ‫ك‬ . ‫ة‬ ‫لدا‬ ‫ع‬ ‫م‬ ‫ال‬ ‫ل‬ ‫داع‬ ‫ت‬ ‫ال‬ ‫يف‬ 6 ‫نم‬4 ‫ةحفصال‬
CH9 Break even point- is the point where total revenues equal total costs. ‫ت‬ ‫ادار‬ ‫ي‬ ‫إلا‬ ‫يال‬ ‫مج‬ ‫إ‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫ط‬ ‫ق‬ ‫ن‬ ‫ال‬ ‫ي‬ ‫ه‬ ‫ا‬ ‫ن‬ ‫ها‬ ‫ر‬ ‫ر‬ ‫سك‬ ‫ى‬ ‫ت‬ ‫ح‬ . ‫في‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫يال‬ ‫م‬ ‫جإ‬ ‫ي‬ ‫وا‬ ‫سي‬ Contribution Margin ‫شماهال‬ ‫ةمهاسم‬ • A Shortcut to calculating breakeven is (Contribution Margin). Contribution Margin : total revenue minus total variable costs. Total Contribution Margin=Total Revenue -Total Variable Cost Contribution margin per unit = revenue per unit – V.C per unit Break even equation using the contribution margin approach: Break-Even Volume = Fixed Costs / Contribution Margin per Unit ‫ة‬ ‫م‬ ‫ه‬ ‫اسم‬ ( ‫و‬ ‫ه‬ ‫ل‬ ‫داع‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫طقن‬ ‫ب‬ ‫ا‬ ‫سحل‬ ‫ر‬ ‫اصت‬ ‫خا‬ • .)‫شماهال‬ ‫ي‬ ‫ال‬ ‫م‬ ‫جإ‬ ‫ص‬ ‫ق‬ ‫ا‬ ‫ن‬ ‫ت‬ ‫ادار‬ ‫ي‬ ‫إلا‬ ‫يال‬ ‫م‬ ‫جإ‬ : ‫ش‬ ‫م‬ ‫ا‬ ‫ه‬ ‫ال‬ ‫ةم‬ ‫ه‬ ‫اسم‬ . ‫ةري‬ ‫غ‬ ‫ت‬ ‫م‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ، ‫تاداريإلا‬ ‫يالمجإ‬ = ‫ةمهاسمال‬ ‫شماه‬ ‫يالمجإ‬ ‫ةري‬ ‫غ‬ ‫ت‬ ‫م‬ ‫ال‬ ‫ة‬ ‫فل‬ ‫كت‬ ‫ال‬ ‫عومجمال‬ - ‫ةدحو‬ ‫لكل‬ ‫تاداريإلا‬ = ‫لل‬‫و‬‫ةدح‬ ‫ةمهاسمال‬ ‫شماه‬ V.C ‫ةدحو‬ ‫لكل‬ : ‫ة‬ ‫م‬ ‫هاسمال‬ ‫ش‬ ‫م‬ ‫ا‬ ‫ه‬ ‫ج‬ ‫هن‬ ‫مادخ‬ ‫ت‬ ‫ساب‬ ‫ة‬ ‫لدا‬ ‫ع‬ ‫م‬ ‫ال‬ ‫ر‬ ‫سك‬ ‫ى‬ ‫ت‬ ‫ح‬ ‫ةمهاسمال‬ ‫شماه‬ / ‫ال‬ ‫ث‬ ‫ا‬ ‫ب‬ ‫ت‬ ‫ة‬ ‫ال‬ ‫ت‬ ‫ك‬ ‫ال‬ ‫ي‬ ‫ف‬ = ‫تال‬‫ع‬‫ا‬‫د‬‫ل‬ ‫مجح‬ ‫لل‬‫و‬‫ةدح‬ Product Margin ‫ج‬ ‫تن‬ ‫م‬ ‫ال‬ ‫شم‬ ‫ا‬ ‫ه‬ ‫ال‬ Product Margin: Subtracting avoidable fixed cost from the total contribution margin yields product margin Avoidable fixed costs-a fixed cost that can be avoided if a service is not provided. Nonavoidable fixed costs- A fixed cost that will remain even if a specific service is discontinued. Multiple Services: organizational fixed costs and service specific fixed costs. : ‫ج‬ ‫تن‬ ‫م‬ ‫ال‬ ‫شم‬ ‫ا‬ ‫ه‬ ‫ال‬ ‫يال‬ ‫م‬ ‫جإ‬ ‫ن‬ ‫م‬ ‫اه‬ ‫ب‬ ‫ن‬ ‫جت‬ ‫ن‬ ‫ك‬ ‫مي‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ح‬ ‫رط‬ ‫ة‬ ‫م‬ ‫ه‬ ‫اسمال‬ ‫ش‬ ‫م‬ ‫ا‬ ‫ه‬ ‫د‬ ‫ئ‬ ‫او‬ ‫ع‬ ‫ج‬ ‫تن‬ ‫م‬ ‫ال‬ ‫شم‬ ‫ا‬ ‫ه‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ةفل‬ ‫ك‬ ‫ت‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫اه‬ ‫ي‬ ‫داف‬ ‫ت‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ . ‫ة‬ ‫م‬ ‫دخال‬ ‫ر‬ ‫ي‬ ‫ف‬ ‫و‬ ‫ت‬ ‫م‬ ‫ت‬ ‫ي‬ ‫مل‬ ‫اذ‬ ‫إ‬ ‫اه‬ ‫بن‬ ‫جت‬ Nonavoidable ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ costs ‫ة‬ ‫فل‬ ‫كت‬ ‫الو‬ - . ‫ة‬ ‫ني‬ ‫عم‬ ‫ة‬ ‫م‬ ‫د‬ ‫خ‬ ‫فق‬ ‫و‬ ‫ت‬ ‫مت‬ ‫ا‬ ‫ذ‬ ‫إ‬ ‫ى‬ ‫ت‬ ‫ح‬ ‫ىق‬ ‫بت‬ ‫س‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫م‬ ‫ي‬ ‫ظ‬ ‫نت‬ ‫ال‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫في‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ : ‫ة‬ ‫ددع‬ ‫ت‬ ‫م‬ ‫ت‬ ‫امدخ‬ . ‫ةدد‬ ‫ح‬ ‫م‬ ‫ال‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫امدخالو‬ Product Margin Used in Special Decision Making ‫ص‬ ‫اخال‬ ‫رارقال‬ ‫عن‬ ‫ص‬ ‫ي‬ ‫ف‬ ‫ةمدخت‬ ‫س‬ ‫مال‬ ‫ت‬ ‫ا‬ ‫جت‬ ‫ن‬ ‫م‬ ‫ال‬ ‫شما‬ ‫هال‬ The product margin concept is useful to help answer questions related to:  Make or Buy Decisions: After comparing product margins, the alternative with the higher product margin should be chosen.  Adding or Dropping a Service: If proposed service is expected to have a positive product margin it should be added, if lower drop.  Expanding or Reducing Service: Compare both product margins, the higher anticipated product margin should be chosen. ‫ةباجإلا‬ ‫ف‬ ‫ي‬ ‫لل‬‫م‬‫ةدعاس‬ ‫م‬ ‫ف‬ ‫ي‬ ‫د‬ ‫وه‬ ‫نمال‬‫ت‬‫ج‬ ‫شماه‬ ‫موهفم‬ : ‫يل‬ ‫ي‬ ‫ام‬ ‫ب‬ ‫ةقل‬ ‫عت‬ ‫م‬ ‫ال‬ ‫ة‬ ‫ل‬ ‫ئ‬ ‫سألا‬ ‫ىلع‬ : ‫ت‬ ‫ار‬ ‫ا‬ ‫رقال‬ ‫ء‬ ‫ا‬ ‫رش‬ ‫و‬ ‫أ‬ ‫م‬ ‫ي‬ ‫دقت‬ ‫ل‬ ‫ي‬ ‫د‬ ‫ب‬ ‫ال‬ ‫را‬ ‫يت‬ ‫خا‬ ‫يغ‬ ‫بني‬ ‫و‬ ، ‫ج‬ ‫تن‬ ‫م‬ ‫ال‬ ‫ش‬ ‫م‬ ‫او‬ ‫ه‬ ‫ة‬ ‫ن‬ ‫راقم‬ ‫دعب‬ . ‫يال‬ ‫ع‬ ‫ال‬ ‫ج‬ ‫تن‬ ‫م‬ ‫ال‬ ‫شم‬ ‫ا‬ ‫ه‬ ‫ع‬ ‫م‬ : ‫ة‬ ‫مدخ‬ ‫ال‬ ‫ىل‬ ‫ع‬ ‫ط‬ ‫و‬ ‫قس‬ ‫ال‬ ‫و‬ ‫أ‬ ‫ة‬ ‫ف‬ ‫اضإ‬ ‫نمال‬‫ت‬‫ج‬ ‫شماه‬ ‫اهل‬ ‫نوكي‬ ‫نأ‬ ‫تمال‬‫و‬‫عق‬ ‫نم‬ ‫ناك‬ ‫اذإ‬ ‫ض‬ ‫افخ‬ ‫ن‬ ‫ا‬ ‫ى‬ ‫ن‬ ‫د‬ ‫أ‬ ‫ا‬ ‫ذ‬ ‫إ‬ ، ‫ف‬ ‫اض‬ ‫ي‬ ‫ن‬ ‫أ‬ ‫يغ‬ ‫بن‬ ‫ي‬ ‫ي‬ ‫ذال‬ ‫ي‬ ‫ب‬ ‫اجيإل‬ ‫ا‬ . ‫ة‬ ‫حرت‬ ‫ق‬ ‫م‬ ‫ال‬ ‫ة‬ ‫مدخال‬ : ‫ة‬ ‫مدخ‬ ‫ال‬ ‫ص‬ ‫ي‬ ‫لقت‬ ‫و‬ ‫أ‬ ‫ع‬ ‫ي‬ ‫سوت‬ ‫شم‬ ‫ا‬ ‫ه‬ ‫را‬ ‫يت‬ ‫خا‬ ‫يغ‬ ‫بني‬ ‫و‬ ، ‫ج‬ ‫تن‬ ‫م‬ ‫ال‬ ‫ش‬ ‫م‬ ‫او‬ ‫ه‬ ‫ل‬ ‫ك‬ ‫ة‬ ‫ن‬ ‫راقم‬ 6 ‫نم‬5 ‫ةحفصال‬
6 ‫نم‬6 ‫ةحفصال‬ CH9 Summary • In order to make a decision regarding a service, a break even analysis can be used. • Fixed and variable costs must be understood and used as a tool. • Total contribution and product margins must be understood • All contribute to the decision making process ‫رسك‬ ‫ى‬ ‫ت‬ ‫ح‬ ، ‫ةم‬ ‫د‬ ‫خال‬ ‫نأ‬ ‫ش‬ ‫ي‬ ‫ف‬ ‫را‬ ‫ر‬ ‫ق‬ ‫ذ‬ ‫اخت‬ ‫ا‬ ‫ل‬ ‫ج‬ ‫أ‬ ‫ن‬ ‫م‬ • . ‫اه‬ ‫م‬ ‫ادختس‬ ‫ا‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ ‫ل‬ ‫ي‬ ‫لحت‬ ‫تو‬‫س‬‫ت‬‫خ‬‫مد‬ ‫تمال‬‫غ‬‫ي‬‫ر‬‫ة‬ ‫ال‬ ‫ت‬ ‫ك‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ي‬ ‫ف‬ ‫ه‬ ‫م‬ ‫نأ‬ ‫بجيو‬ ‫ال‬ ‫ث‬ ‫ا‬ ‫ب‬ ‫ت‬ ‫ة‬ • .‫ةادأك‬ ‫ة‬ ‫م‬ ‫هاسمال‬ ‫ش‬ ‫م‬ ‫ا‬ ‫ه‬ ‫ع‬ ‫ومج‬ ‫م‬ ‫ا‬ ‫موه‬ ‫ف‬ ‫م‬ ‫نوكي‬ ‫ن‬ ‫أ‬ ‫ب‬ ‫جي‬ • ‫نمالو‬‫ت‬‫ج‬ ‫رارقال‬ ‫ع‬ ‫ن‬ ‫ص‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫م‬ ‫ع‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫م‬ ‫ه‬ ‫اسمال‬ ‫ع‬ ‫ي‬ ‫مج‬ •
CH10 Budgeting ‫ةين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫عضو‬ Learning Objectives • State the purpose of budgeting ‫ةين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ض‬ ‫رغ‬ ‫ة‬ ‫ل‬ ‫ودال‬ • • Describe the planning and control cycle and the 5 key ‫داع‬ ‫ب‬ ‫أ‬ 5 ‫و‬ ‫ة‬ ‫ب‬ ‫اق‬ ‫ر‬ ‫ال‬ ‫و‬ ‫ط‬ ‫ي‬ ‫ط‬ ‫خت‬ ‫ال‬ ‫ة‬ ‫رود‬ ‫ف‬ ‫ص‬ ‫و‬ • dimensions of budgeting ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ن‬ ‫م‬ ‫ة‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ئ‬ ‫ر‬ • List the major budgets ‫ةري‬ ‫ب‬ ‫ك‬ ‫ت‬ ‫ا‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ج‬ ‫اردإ‬ • • Construct each of the major budgets ‫ة‬ ‫ر‬ ‫يب‬ ‫ك‬ ‫ت‬ ‫ا‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫نم‬ ‫لك‬ ‫ءاش‬ ‫ن‬ ‫إ‬ • Budgeting ‫ةين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫عضو‬ The budget is one of the most important documents of a health ‫ي‬ ‫ف‬ ‫قئ‬ ‫ا‬ ‫ث‬ ‫وال‬ ‫م‬ ‫ه‬ ‫أ‬ ‫ن‬ ‫م‬ ‫ة‬ ‫دحا‬ ‫و‬ ‫ي‬ ‫ه‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ةق‬ ‫يث‬ ‫و‬ ‫ة‬ ‫ب‬ ‫ا‬ ‫ث‬ ‫مب‬ ‫ي‬ ‫ه‬ ‫و‬ ، ‫ة‬ ‫ي‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫ةي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ةمظنم‬ ‫ة‬ ‫ب‬ ‫قار‬ ‫م‬ ‫ل‬ ‫ة‬ ‫مظن‬ ‫م‬ ‫ل‬ ‫ل‬ ‫ح‬ ‫مست‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫م‬ ‫ك‬ ‫حتال‬ ‫و‬ ‫ة‬ ‫ط‬ ‫خال‬ ‫همادختسا‬ ‫دراومالو‬ ‫تدلو‬ ‫ال‬ ‫ف‬ ‫ع‬ ‫ل‬ ‫ي‬ ‫ة‬ ‫تاداريإلا‬ . ‫ا‬ ‫طط‬ ‫خ‬ ‫م‬ ‫ن‬ ‫ا‬ ‫ك‬ ‫ا‬ ‫م‬ ‫دض‬ : ‫ة‬ ‫رود‬ ‫ة‬ ‫ب‬ ‫ق‬ ‫ا‬ ‫رمو‬ ‫طي‬ ‫طخت‬ : ‫ي‬ ‫ه‬ ‫ة‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ئ‬ ‫ر‬ ‫رصا‬ ‫ن‬ ‫ع‬ ‫ةع‬ ‫ب‬ ‫رأ‬ ‫ي‬ ‫جي‬ ‫ت‬ ‫ار‬ ‫ت‬ ‫سالا‬ ‫ط‬ ‫ي‬ ‫ط‬ ‫خت‬ ‫ال‬ .1 ‫طي‬ ‫ط‬ ‫خت‬ ‫ال‬ .2 ‫ذ‬ ‫ي‬ ‫ف‬ ‫ن‬ ‫ت‬ .3 ‫ة‬ ‫رط‬ ‫ي‬ ‫سال‬ .4 care organization , it serves as a plan and control document that allow an organization to monitor the actual revenues generated and its use resources against what was planned. The planning and control cycle: Four major components: 1. Strategic Planning 2. Planning 3. Implementation 4. Controlling Strategic Planning ‫ي‬ ‫جي‬ ‫ت‬ ‫ار‬ ‫ت‬ ‫سا‬ ‫طي‬ ‫طخت‬ • Strategic Planning- Identifying an organization’s mission, goal, and strategy to best position itself for the future. • The major activity of the strategic planning is to assess the organization’s external and internal environments. • The organization mission is usually set forth in a mission statement. • Mission Statement- guides the organization into the future by identifying the unique attributes of the organization, why it exists and what it hopes to achieve. ‫ةم‬ ‫ه‬ ‫م‬ ‫ديدح‬ ‫ت‬ - ‫يجي‬ ‫ت‬ ‫ار‬ ‫ت‬ ‫سال‬ ‫ا‬ ‫ط‬ ‫ي‬ ‫طختال‬ • ‫ل‬ ‫ض‬ ‫ف‬ ‫أل‬ ‫ة‬ ‫ي‬ ‫جي‬ ‫ت‬ ‫ار‬ ‫ت‬ ‫س‬ ‫ا‬ ‫و‬ ، ‫ف‬ ‫د‬ ‫ه‬ ‫ال‬ ، ‫ة‬ ‫س‬ ‫سؤم‬ ‫ال‬ . ‫لب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ي‬ ‫ف‬ ‫ه‬ ‫س‬ ‫فن‬ ‫عضو‬ ‫يجي‬ ‫ت‬ ‫ار‬ ‫ت‬ ‫سالا‬ ‫طي‬ ‫ط‬ ‫خت‬ ‫ل‬ ‫ل‬ ‫يسي‬ ‫ئ‬ ‫رال‬ ‫ط‬ ‫اشن‬ ‫ال‬ • . ‫ة‬ ‫مظ‬ ‫ن‬ ‫م‬ ‫ل‬ ‫ل‬ ‫ةي‬ ‫لخادالو‬ ‫ة‬ ‫ي‬ ‫جراخ‬ ‫ال‬ ‫ة‬ ‫ئ‬ ‫ي‬ ‫ب‬ ‫ال‬ ‫م‬ ‫يي‬ ‫ق‬ ‫ت‬ ‫ل‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫ب‬ ‫ا‬ ‫ي‬ ‫إ‬ ‫ة‬ ‫مظنم‬ ‫ة‬ ‫ث‬ ‫عب‬ ‫ن‬ ‫يي‬ ‫عت‬ ‫م‬ ‫ت‬ ‫ي‬ ‫ا‬ ‫م‬ ‫ةدا‬ ‫ع‬ • . ‫ةم‬ ‫ه‬ ‫م‬ ‫ن‬ ‫ا‬ ‫ي‬ ‫ب‬ ‫ن‬ ‫م‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫تس‬ ‫م‬ ‫ال‬ ‫و‬ ‫حن‬ ‫ة‬ ‫مظن‬ ‫م‬ ‫ال‬ ‫ه‬ ‫ج‬ ‫و‬ ‫ت‬ - ‫ة‬ ‫ال‬ ‫سرال‬ • ‫ةدي‬ ‫ر‬ ‫فال‬ ‫ص‬ ‫ئ‬ ‫اص‬ ‫خ‬ ‫ال‬ ‫ى‬ ‫لع‬ ‫فرع‬ ‫ت‬ ‫ال‬ ‫لال‬ ‫خ‬ ‫ف‬ ‫ي‬ ‫لمأت‬ ‫امو‬ ‫ادوجوم‬ ‫ناك‬ ‫اذامل‬ ، ‫ةمظنملل‬ . ‫ت‬ ‫ح‬ ‫ق‬ ‫ي‬ ‫ق‬ ‫ه‬ Planning ‫يطخت‬‫ط‬ To identify: :‫ل‬‫ت‬‫ح‬‫يد‬‫د‬ ‫ف‬ ‫اد‬ ‫ه‬ ‫ألا‬ • ‫ف‬ ‫اد‬ ‫ه‬ ‫ألا‬ • ‫ما‬ ‫ه‬ ‫م‬ ‫ال‬ • ‫ةط‬ ‫ش‬ ‫ن‬ ‫ألا‬ • ‫ة‬ ‫مزال‬ ‫ال‬ ‫د‬ ‫راومال‬ • • Goals • Objectives • Tasks • Activities • Resources needed 5 ‫نم‬1 ‫ةحفصال‬
CH10 Implementing ‫ت‬ ‫ح‬ ‫ق‬ ‫ي‬ ‫ق‬ • Once defined and approved budgets are created • Implementing activities- are the process of creating these individual budgets, which roll up to service line budgets which feed into the overall organizational budget. For revenue generating cost centers materials used: • historical trends. • market projections. • revised fee schedules. • gross revenues expected. ‫ت‬ ‫ا‬ ‫ي‬ ‫ن‬ ‫ازيمال‬ ‫ءا‬ ‫ش‬ ‫ن‬ ‫إ‬ ‫م‬ ‫تي‬ ‫و‬ ‫ة‬ ‫ددح‬ ‫م‬ ‫ة‬ ‫د‬ ‫حاو‬ ‫ة‬ ‫رم‬ • ‫ةدمتعمال‬ ‫هذه‬ ‫إ‬‫ن‬‫اش‬‫ء‬ ‫لمع‬‫ي‬‫ة‬ ‫يه‬ - ‫ةطشنألا‬ ‫ت‬ ‫ن‬ ‫ف‬ ‫ي‬ ‫ذ‬ • ‫تا‬ ‫ي‬ ‫ن‬ ‫از‬ ‫ي‬ ‫م‬ ‫ىل‬ ‫ع‬ ‫رمشن‬ ‫يت‬ ‫ال‬ ، ‫ة‬ ‫يد‬ ‫رفال‬ ‫تا‬ ‫ي‬ ‫ن‬ ‫ازيمال‬ ‫ةما‬ ‫ع‬ ‫ال‬ ‫ة‬ ‫ين‬ ‫ازي‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ب‬ ‫ص‬ ‫ت‬ ‫يت‬ ‫ال‬ ‫ةمد‬ ‫خ‬ ‫ال‬ ‫ط‬ ‫خ‬ .‫ةمظنملل‬ : ‫ةمدختس‬ ‫م‬ ‫ال‬ ‫داومال‬ ‫لخد‬ ‫ل‬ ‫ل‬ ‫ة‬ ‫ر‬ ‫د‬ ‫مال‬ ‫ةفلكت‬ ‫ال‬ ‫زكارمل‬ . ‫ة‬ ‫ي‬ ‫خيرات‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ها‬ ‫ج‬ ‫ت‬ ‫الا‬ • . ‫ق‬ ‫و‬ ‫س‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫عقوت‬ • . ‫ةحقنمال‬ ‫موسرال‬ ‫لواد‬ ‫ج‬ • . ‫تا‬ ‫د‬ ‫اريإلا‬ ‫يال‬ ‫مجإ‬ ‫تعقو‬ ‫ت‬ • Controlling Activities ‫ة‬ ‫ط‬ ‫شن‬ ‫ألا‬ ‫ىل‬ ‫ع‬ ‫ة‬ ‫رط‬ ‫ي‬ ‫سال‬ Controlling activities- activities that provide guidance and feedback to keep the organization within its approved budget. • Control Tools vary from organizational structure and information system to such financial activities as supplying monthly Reports to department managers regarding their expenditures against budgets. ‫مد‬ ‫ق‬ ‫ت‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫ط‬ ‫شن‬ ‫ألا‬ - ‫ة‬ ‫ط‬ ‫شن‬ ‫ألا‬ ‫ىل‬ ‫ع‬ ‫ة‬ ‫رط‬ ‫ي‬ ‫سال‬ ‫ى‬ ‫ل‬ ‫ع‬ ‫ظ‬ ‫ا‬ ‫فحلل‬ ‫ة‬ ‫عج‬ ‫ا‬ ‫رال‬ ‫ة‬ ‫ي‬ ‫ذغ‬ ‫ت‬ ‫ال‬ ‫و‬ ‫ه‬ ‫ي‬ ‫جو‬ ‫ت‬ ‫ال‬ . ‫ةد‬ ‫م‬ ‫ت‬ ‫ع‬ ‫م‬ ‫ال‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫دو‬ ‫د‬ ‫ح‬ ‫نم‬ ‫ض‬ ‫م‬ ‫ي‬ ‫ظ‬ ‫نت‬ ‫ال‬ ‫يم‬ ‫ي‬ ‫ظ‬ ‫ن‬ ‫ت‬ ‫ال‬ ‫لك‬ ‫ي‬ ‫ه‬ ‫ال‬ ‫ن‬ ‫م‬ ‫ف‬ ‫ل‬ ‫ت‬ ‫خت‬ ‫م‬ ‫كحت‬ ‫ت‬ ‫ا‬ ‫ود‬ ‫أ‬ • ‫ن‬ ‫ع‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫مال‬ ‫ة‬ ‫ط‬ ‫شن‬ ‫ألا‬ ‫ه‬ ‫ذه‬ ‫ل‬ ‫ت‬ ‫ا‬ ‫مول‬ ‫ع‬ ‫م‬ ‫ال‬ ‫ماظ‬ ‫ن‬ ‫و‬ ‫نأش‬ ‫ب‬ ‫ت‬ ‫ا‬ ‫رادإلا‬ ‫ي‬ ‫ر‬ ‫ي‬ ‫دم‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫رهش‬ ‫ر‬ ‫ي‬ ‫راقت‬ ‫ر‬ ‫ي‬ ‫ف‬ ‫وت‬ . ‫ت‬ ‫ا‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫د‬ ‫ض‬ ‫اه‬ ‫ت‬ ‫اق‬ ‫ف‬ ‫ن‬ Five Approaches to Budgeting ‫ت‬ ‫ا‬ ‫ن‬ ‫زاومال‬ ‫د‬ ‫اد‬ ‫ع‬ ‫إل‬ ‫ت‬ ‫ا‬ ‫ب‬ ‫راقم‬ ‫س‬ ‫مخ‬  participation Authoritarian Approach Budgeting and decision making done by relatively few people concentrated in the highest level of the organizational structure, (opposite of the participatory approach • The authoritarian approach is often called top-down budgeting. The participatory approach , in which the roles and responsibilities of the budgeting process are diffused throughout the organization. ‫ةكراشم‬ ‫ر‬ ‫ارق‬ ‫و‬ ‫ج‬ ‫ه‬ ‫ن‬ ‫ة‬ ‫ن‬ ‫زاومال‬ ‫ة‬ ‫ي‬ ‫داد‬ ‫ب‬ ‫ت‬ ‫سالا‬ ‫ه‬ ‫ل‬ ‫مع‬ ‫لعج‬ ‫ي‬ ‫امم‬ ‫ى‬ ‫ل‬ ‫عأ‬ ‫ي‬ ‫ف‬ ‫زكر‬ ‫ت‬ ‫ت‬ ‫سا‬ ‫ن‬ ‫ال‬ ‫نم‬ ‫اي‬ ‫ب‬ ‫سن‬ ‫لي‬ ‫لق‬ ‫ددع‬ ‫جه‬ ‫ن‬ ‫ال‬ ‫سك‬ ‫ع‬ ( ، ‫ي‬ ‫م‬ ‫ي‬ ‫ظ‬ ‫نت‬ ‫ال‬ ‫ل‬ ‫ك‬ ‫ي‬ ‫هلل‬ ‫ىوتسم‬ .)‫اشتال‬‫ر‬‫يك‬ ‫نم‬ ‫ة‬ ‫ي‬ ‫ن‬ ‫ازيمال‬ ‫يوطل‬ ‫س‬ ‫ال‬ ‫جه‬ ‫ن‬ ‫ال‬ ‫ى‬ ‫مسي‬ ‫ا‬ ‫م‬ ‫اب‬ ‫الغ‬ • . ‫لفس‬ ‫أ‬ ‫ىإل‬ ‫ىل‬ ‫عأ‬ ‫ر‬ ‫اود‬ ‫أ‬ ‫رش‬ ‫ت‬ ‫ن‬ ‫ت‬ ‫م‬ ‫ت‬ ‫ي‬ ‫ث‬ ‫ي‬ ‫ح‬ ، ‫ي‬ ‫كر‬ ‫اشت‬ ‫ال‬ ‫جه‬ ‫ن‬ ‫ال‬ ‫عيمج‬ ‫ف‬ ‫ي‬ ‫يمال‬‫ز‬‫ا‬‫ن‬‫ي‬‫ة‬ ‫عضو‬ ‫لمع‬‫ي‬‫ة‬ ‫تايلوؤسمو‬ . ‫ةمظ‬ ‫ن‬ ‫مال‬ ‫ءاحنأ‬ 5 ‫نم‬2 ‫ةحفصال‬
CH10  Budget models Two basic budget model: 1-Incremental –decremental budgeting approach 2- zero-based budgeting approach. Incremental Decremental Approach: A method of budgeting that starts with an existing budget to plan future budgets. Zero-Based Budgeting: An approach to budgeting that continually questions both the need for existing programs and their level of funding, as well as the need for new programs (often referred to as ZBB).  ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫جذامن‬ : ‫ة‬ ‫ي‬ ‫س‬ ‫اسأل‬ ‫ا‬ ‫ة‬ ‫ين‬ ‫ا‬ ‫ز‬ ‫ي‬ ‫مال‬ ‫ج‬ ‫ذو‬ ‫من‬ ‫نم‬ ‫ن‬ ‫ينث‬ ‫ا‬ ‫ي‬ ‫ص‬ ‫ق‬ ‫ا‬ ‫ن‬ ‫ت‬ ‫ة‬ ‫ين‬ ‫ا‬ ‫ز‬ ‫ي‬ ‫مال‬ ‫جهن‬ - ‫يدي‬ ‫از‬ ‫ت‬ -1 . ‫ة‬ ‫ي‬ ‫رفص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ن‬ ‫ازيمال‬ ‫جهن‬ -2 ‫عض‬ ‫و‬ ‫ل‬ ‫ةقيرط‬ ‫كان‬ ‫ه‬ ‫و‬ : ‫يص‬ ‫ق‬ ‫ان‬ ‫ت‬ ‫جهن‬ ‫يجي‬ ‫ر‬ ‫دت‬ ‫طي‬ ‫ط‬ ‫خت‬ ‫ل‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫حال‬ ‫ة‬ ‫ين‬ ‫ا‬ ‫ز‬ ‫ي‬ ‫مال‬ ‫ع‬ ‫م‬ ‫أدب‬ ‫ت‬ ‫يت‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ن‬ ‫ازيمال‬ . ‫ة‬ ‫لب‬ ‫ق‬ ‫م‬ ‫ال‬ ‫تا‬ ‫ي‬ ‫ن‬ ‫ازيمال‬ ‫ال‬ ‫ت‬ ‫ي‬ ‫يمال‬‫ز‬‫ا‬‫ن‬‫ي‬‫ة‬ ‫عضول‬ ‫جهن‬ : ‫ةنزاومال‬ ‫ال‬ ‫ص‬ ‫ف‬ ‫ر‬ ‫ي‬ ‫ة‬ ‫جم‬ ‫ا‬ ‫ر‬ ‫ب‬ ‫ال‬ ‫ىإل‬ ‫ةجاح‬ ‫ال‬ ‫نم‬ ‫ل‬ ‫ك‬ ‫يف‬ ‫ك‬ ‫كشي‬ ‫امئاد‬ ‫ةجا‬ ‫ح‬ ‫ال‬ ‫نع‬ ‫الضف‬ ، ‫ا‬ ‫هل‬ ‫ي‬ ‫و‬ ‫مت‬ ‫ىوت‬ ‫س‬ ‫مو‬ ‫ةمئاقال‬ ‫اب‬‫س‬‫م‬ ‫اهيإل‬ ‫اشي‬‫ر‬ ‫ام‬ ‫بالغ‬‫ا‬ ( ‫ةديدج‬ ‫جماربل‬ ZBB.)  Budget detail Budgets can be classified into three categories on the amount of detail they contain: line-item, program and performance. Line-Item Budget The least detailed budget, showing only revenues and expenses by category, such as labor or supplies. Program Budget An extension of the line-item budget that shows revenues and expenses by program or service lines. Performance Budget An extension of the program budget, lists revenues and expenses by line item for each program or service but adds performance measures.  ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ل‬ ‫ي‬ ‫صاف‬ ‫ت‬ ‫ال‬ ‫ىل‬ ‫ع‬ ‫ت‬ ‫ا‬ ‫ئ‬ ‫ف‬ ‫ثال‬ ‫ث‬ ‫ىإل‬ ‫ت‬ ‫اي‬ ‫ن‬ ‫ازيمال‬ ‫ف‬ ‫ي‬ ‫ن‬ ‫ص‬ ‫ت‬ ‫نك‬ ‫م‬ ‫ي‬ ‫و‬ ‫جماربال‬ ‫و‬ ‫دن‬ ‫ب‬ ‫ال‬ ‫ط‬ ‫خ‬ : ‫اهي‬ ‫و‬ ‫ت‬ ‫حت‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ل‬ ‫يص‬ ‫ا‬ ‫فت‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫مك‬ . ‫ء‬ ‫ادأل‬ ‫ا‬ ‫و‬ ‫تالو‬‫ي‬ ، ‫ت‬ ‫ف‬ ‫ص‬ ‫ي‬ ‫ال‬ ‫لقألا‬ ‫يم‬‫ز‬‫ا‬‫ن‬‫ي‬‫ة‬ ‫يمال‬‫ز‬‫ا‬‫ن‬‫ي‬‫ة‬ ‫ال‬ ‫ب‬ ‫ن‬ ‫د‬ ‫طخ‬ ، ‫ال‬ ‫ف‬ ‫ئ‬ ‫ة‬ ‫بسح‬ ‫الو‬‫ن‬‫ف‬‫ق‬‫ا‬‫ت‬ ‫تاداريإلا‬ ‫ةديحوال‬ ‫ت‬ ‫ب‬ ‫ي‬ ‫ن‬ . ‫تا‬ ‫د‬ ‫ادمإل‬ ‫ا‬ ‫و‬ ‫أ‬ ‫ل‬ ‫معال‬ ‫لث‬ ‫م‬ ‫نعال‬‫ص‬‫ر‬ ‫طخ‬ ‫يمل‬‫ز‬‫ا‬‫ن‬‫ي‬‫ة‬ ‫ادادتما‬ ‫يمال‬‫ز‬‫ا‬‫ن‬‫ي‬‫ة‬ ‫انرب‬‫م‬‫ج‬ ‫و‬ ‫أ‬ ‫جم‬ ‫ان‬ ‫ر‬ ‫ب‬ ‫ط‬ ‫وط‬ ‫خ‬ ‫ب‬ ‫ت‬ ‫ا‬ ‫قف‬ ‫ن‬ ‫و‬ ‫ت‬ ‫ا‬ ‫دا‬ ‫ر‬ ‫ي‬ ‫إ‬ ‫ره‬ ‫ظ‬ ‫ي‬ ‫يذال‬ .‫ةمدخ‬ ، ‫انربال‬‫م‬‫ةيج‬ ‫يمال‬‫ز‬‫ا‬‫ن‬‫ي‬‫ة‬ ‫نم‬ ‫ادادتما‬ ‫يمال‬‫ز‬‫ا‬‫ن‬‫ي‬‫ة‬ ‫ءادأ‬ ‫ل‬ ‫كل‬ ‫دو‬ ‫ن‬ ‫ب‬ ‫ب‬ ‫سح‬ ‫تا‬ ‫ف‬ ‫و‬ ‫ر‬ ‫صمال‬ ‫و‬ ‫تادا‬ ‫ر‬ ‫ي‬ ‫إل‬ ‫ا‬ ‫د‬ ‫رسي‬ . ‫ء‬ ‫ادأل‬ ‫ا‬ ‫س‬ ‫ي‬ ‫ي‬ ‫اق‬ ‫م‬ ‫ف‬ ‫ي‬ ‫ض‬ ‫ي‬ ‫ه‬ ‫ن‬ ‫كل‬ ‫ةمدخ‬ ‫وأ‬ ‫جم‬ ‫ان‬ ‫رب‬  Budget forecast Multiyear Budget: A budget that is forecast multiple years out, rather than just for the upcoming year. Rolling Budget: A multiyear budget that is updated more frequently than annually, such as semiannually or quarterly.  Single –year and multiyear budgets vary by the time horizon they forecast, where static and flexible budgets vary on the basis of volume projections. Static Budgets: forecast revenues and expenses for a single level of activity. Flexible Budgets: forecast revenues and expenses for various levels of activities.  ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ت‬ ‫اع‬ ‫ق‬ ‫وت‬ ‫ة‬ ‫د‬ ‫ع‬ ‫ع‬ ‫ق‬ ‫و‬ ‫ت‬ ‫ي‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫ين‬ ‫ا‬ ‫ز‬ ‫ي‬ ‫م‬ : ‫ت‬ ‫ا‬ ‫و‬ ‫ن‬ ‫س‬ ‫ة‬ ‫د‬ ‫عل‬ ‫ة‬ ‫ي‬ ‫ن‬ ‫ازيمال‬ . ‫ة‬ ‫م‬ ‫داقال‬ ‫ة‬ ‫ن‬ ‫س‬ ‫ل‬ ‫ل‬ ‫ط‬ ‫قف‬ ‫س‬ ‫ي‬ ‫ل‬ ‫و‬ ، ‫جر‬ ‫ا‬ ‫خ‬ ‫تاونس‬ ‫ال‬ ‫ت‬ ‫ي‬ ‫اونسال‬‫ت‬ ‫ةددعتم‬ ‫يم‬‫ز‬‫ا‬‫ن‬‫ي‬‫ة‬ : ‫ازيمال‬‫ن‬‫ةي‬ ‫لوادتمال‬ ‫لث‬ ‫م‬ ، ‫ة‬ ‫ن‬ ‫س‬ ‫نم‬ ‫ر‬ ‫ث‬ ‫كأ‬ ‫ررك‬ ‫ت‬ ‫م‬ ‫لكش‬ ‫ب‬ ‫ا‬ ‫ه‬ ‫ثيدح‬ ‫ت‬ ‫م‬ ‫ت‬ ‫ي‬ . ‫ة‬ ‫يون‬ ‫س‬ ‫ع‬ ‫ب‬ ‫ر‬ ‫و‬ ‫أ‬ ‫ة‬ ‫ي‬ ‫و‬ ‫ن‬ ‫س‬ ‫ف‬ ‫ص‬ ‫ن‬  ‫ف‬ ‫ل‬ ‫ت‬ ‫خت‬ ‫ة‬ ‫دح‬ ‫ا‬ ‫و‬ ‫تا‬ ‫و‬ ‫ن‬ ‫س‬ ‫ة‬ ‫د‬ ‫عو‬ ‫ا‬ ‫م‬ ‫ا‬ ‫ع‬ ‫ت‬ ‫ا‬ ‫ين‬ ‫ازيمال‬ ‫ث‬ ‫ي‬ ‫ح‬ ، ‫ع‬ ‫ق‬ ‫وتمال‬ ‫نم‬ ‫يتال‬ ‫ة‬ ‫ين‬ ‫مزال‬ ‫ة‬ ‫ر‬ ‫ت‬ ‫فال‬ ‫ب‬ ‫سح‬ ‫ت‬ ‫ا‬ ‫عقوت‬ ‫س‬ ‫ا‬ ‫سأ‬ ‫ىل‬ ‫ع‬ ‫ة‬ ‫ن‬ ‫رمو‬ ‫ة‬ ‫ت‬ ‫ب‬ ‫ا‬ ‫ث‬ ‫ت‬ ‫اي‬ ‫ن‬ ‫ازيم‬ ‫ف‬ ‫ل‬ ‫ت‬ ‫خ‬ ‫ت‬ .‫مج‬ ‫ح‬ ‫تاقف‬ ‫ن‬ ‫ال‬ ‫و‬ ‫ةعقو‬ ‫ت‬ ‫مال‬ ‫ت‬ ‫ا‬ ‫د‬ ‫اريإلا‬ : ‫ة‬ ‫ت‬ ‫ب‬ ‫ا‬ ‫ث‬ ‫ت‬ ‫اين‬ ‫ازيم‬ . ‫طاش‬ ‫ن‬ ‫ال‬ ‫نم‬ ‫د‬ ‫ح‬ ‫ا‬ ‫و‬ ‫ىوتسمل‬ ‫تا‬ ‫ف‬ ‫و‬ ‫ر‬ ‫صمال‬ ‫و‬ ‫ت‬ ‫ا‬ ‫د‬ ‫اريإلا‬ : ‫ة‬ ‫ن‬ ‫رم‬ ‫ت‬ ‫ا‬ ‫ين‬ ‫ازيم‬ 5 ‫نم‬3 ‫ةحفصال‬
CH10  Budget Modifications Controlled and latitude In most health care organizations, criteria are established beyond which managers must request permission to make changes to their budgets. The criteria are usually set as dollar amounts or a need to move funds from one category to another (or both).  ‫تال‬ ‫ي‬ ‫دع‬ ‫ت‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ض‬ ‫رع‬ ‫ال‬ ‫و‬ ‫م‬ ‫ك‬ ‫حتال‬ ، ‫ة‬ ‫ي‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫ةي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ت‬ ‫ا‬ ‫سس‬ ‫ؤ‬ ‫م‬ ‫م‬ ‫ظ‬ ‫ع‬ ‫م‬ ‫يف‬ ‫نأ‬ ‫يدمال‬‫ر‬‫ي‬‫ن‬ ‫لع‬‫ى‬ ‫بجي‬ ‫اهدعب‬ ‫اعم‬‫ي‬‫ي‬‫ر‬ ‫عضوو‬ ‫ىل‬ ‫ع‬ ‫تار‬ ‫يي‬ ‫غت‬ ‫ء‬ ‫ارجإل‬ ‫نذإل‬ ‫ا‬ ‫اوب‬ ‫ل‬ ‫طي‬ ‫ال‬ ‫ت‬ ‫ي‬ ‫اعمال‬‫ي‬‫ي‬‫ر‬ ‫ت‬ ‫ع‬ ‫ي‬ ‫ي‬ ‫ن‬ ‫ي‬ ‫ت‬ ‫م‬ ‫ام‬ ‫ةداعو‬ . ‫يم‬‫ز‬‫ا‬‫ن‬‫ي‬‫ا‬‫ت‬‫ه‬‫ا‬ ‫ةئ‬ ‫ف‬ ‫ن‬ ‫م‬ ‫ال‬ ‫ومأل‬ ‫ا‬ ‫لق‬ ‫ن‬ ‫ل‬ ‫ة‬ ‫ج‬ ‫ا‬ ‫ح‬ ‫و‬ ‫أ‬ ‫ر‬ ‫الودال‬ ‫ت‬ ‫ا‬ ‫ي‬ ‫مك‬ .) ‫ام‬ ‫ه‬ ‫ي‬ ‫لك‬ ‫و‬ ‫أ‬ ( ‫ى‬ ‫ر‬ ‫خأ‬ ‫ىإل‬ Types of Budgets • Statistics Budget-identifies the amount of services that will be provided. • Operating Budget-combination of 2 budgets developed using the accrual basis of accounting of revenue and expenses. • Cash Budget- organization’s cash inflows and outflows. • Capital Budget-summarizes anticipated major purchases for the year. Monitoring Variances to Budget: Once the budget has been created for the upcoming time period (usually one fiscal year), it needs to be monitored on a regular basis for variances, both positive and negative. ‫ة‬ ‫ي‬ ‫مك‬ ‫د‬ ‫دحي‬ ‫و‬ ، ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫يئ‬ ‫اص‬ ‫حالا‬ • . ‫ا‬ ‫ه‬ ‫ر‬ ‫ي‬ ‫ف‬ ‫و‬ ‫ت‬ ‫م‬ ‫ت‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫امدخال‬ ‫ت‬ ‫ا‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ 2 ‫ن‬ ‫م‬ ‫ة‬ ‫بي‬ ‫كرت‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ل‬ ‫ي‬ ‫غش‬ ‫ت‬ ‫ال‬ • ‫ق‬ ‫ا‬ ‫قح‬ ‫ت‬ ‫سالا‬ ‫س‬ ‫اس‬ ‫أ‬ ‫مادخ‬ ‫ت‬ ‫ساب‬ ‫ا‬ ‫ه‬ ‫ر‬ ‫ي‬ ‫و‬ ‫ط‬ ‫ت‬ . ‫ت‬ ‫اق‬ ‫فن‬ ‫ال‬ ‫و‬ ‫ت‬ ‫ادار‬ ‫ي‬ ‫إل‬ ‫ل‬ ‫ي‬ ‫ب‬ ‫ساحم‬ ‫ال‬ ‫يمالب‬‫ز‬‫ا‬‫ن‬‫ي‬‫ة‬ ‫نال‬ ‫ق‬‫د‬ ‫ت‬ ‫ن‬ ‫ظ‬ ‫ي‬ ‫م‬ ‫نال‬‫ق‬‫يد‬‫ة‬ ‫ال‬ ‫ت‬ ‫د‬ ‫ف‬ ‫ق‬ ‫ا‬ ‫ت‬ • .‫ةجراخالو‬ ‫ء‬ ‫ا‬ ‫رش‬ ‫ع‬ ‫ق‬ ‫وت‬ ‫م‬ ‫ال‬ ‫ص‬ ‫خل‬ ‫ي‬ - ‫ةي‬ ‫ال‬ ‫م‬ ‫سأرال‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ • . ‫ما‬ ‫عال‬ ‫اذ‬ ‫ه‬ ‫ل‬ ‫ةري‬ ‫ب‬ ‫ك‬ : ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ق‬ ‫و‬ ‫ر‬ ‫فال‬ ‫دصر‬ ‫ةرت‬ ‫ف‬ ‫ل‬ ‫ل‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ء‬ ‫اشن‬ ‫إ‬ ‫مت‬ ‫د‬ ‫قو‬ ‫ةد‬ ‫ح‬ ‫ا‬ ‫و‬ ‫ةرم‬ ‫ه‬ ‫ن‬ ‫إ‬ ‫ف‬ ، ) ‫ةد‬ ‫ح‬ ‫ا‬ ‫و‬ ‫ة‬ ‫ي‬ ‫الم‬ ‫ةن‬ ‫س‬ ‫ةداع‬ ( ‫ة‬ ‫مد‬ ‫ا‬ ‫قال‬ ‫ة‬ ‫ين‬ ‫مز‬ ‫ال‬ ‫مظ‬ ‫تن‬ ‫م‬ ‫ساس‬ ‫أ‬ ‫ىل‬ ‫ع‬ ‫ب‬ ‫قارت‬ ‫ن‬ ‫أ‬ ‫ىإل‬ ‫ج‬ ‫ا‬ ‫ت‬ ‫حي‬ . ‫ءاوس‬ ‫د‬ ‫ح‬ ‫ىل‬ ‫ع‬ ‫ةيب‬ ‫لسال‬ ‫و‬ ‫ة‬ ‫يب‬ ‫اجيإل‬ ‫ا‬ ‫ق‬ ‫ورفلال‬ Statistics budget: forecasting encounters . Instead of its current forecast, ZMG Hospitalist Practice now estimates that it will not obtain a major HMO contract, and its encounters for July through December are expected to rise by only 1.5% a month from the previous year. Assuming these are the only changes to Exhibit I.1a, prepare a new forecast of the number of encounters that will be made by commercial patients during the whole year. ( Hint : see Appendix I, at the end of this chapter.) : ‫ة‬ ‫ي‬ ‫ن‬ ‫ازيمال‬ ‫تا‬ ‫ء‬ ‫اصحإ‬ ‫ر‬ ‫دقت‬ ‫و‬ ، ‫ي‬ ‫الح‬ ‫ال‬ ‫ا‬ ‫ه‬ ‫تا‬ ‫عقوت‬ ‫نم‬ ‫الدب‬ . ‫ؤبنت‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ءاقل‬ ZMG Hospitalist ‫نل‬ ‫ه‬ ‫ن‬ ‫أ‬ ‫نآلا‬ ‫ة‬ ‫س‬ ‫ر‬ ‫ا‬ ‫ممال‬ ‫نأ‬ ‫ع‬ ‫قو‬ ‫ت‬ ‫م‬ ‫ال‬ ‫نمو‬ ، ‫ر‬ ‫يب‬ ‫ك‬ ‫نم‬ ‫ؤ‬ ‫م‬ ‫دق‬ ‫ع‬ ‫ىل‬ ‫ع‬ ‫ل‬ ‫وصحال‬ ‫ماع‬ ‫ال‬ ‫نم‬ ‫رهش‬ ‫ال‬ ‫ي‬ ‫ف‬ ٪ 1.5 ‫ة‬ ‫ب‬ ‫س‬ ‫ن‬ ‫ب‬ ‫الإ‬ ‫ع‬ ‫فتري‬ . ‫ر‬ ‫ب‬ ‫مس‬ ‫ي‬ ‫د‬ ‫ى‬ ‫ت‬ ‫حو‬ ‫وي‬ ‫ل‬ ‫و‬ ‫ي‬ ‫ر‬ ‫ه‬ ‫شل‬ ‫ا‬ ‫ه‬ ‫تا‬ ‫هجاوم‬ ‫ق‬ ‫ب‬ ‫اسال‬ ‫ة‬ ‫د‬ ‫ي‬ ‫ح‬ ‫و‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ر‬ ‫يي‬ ‫غ‬ ‫ت‬ ‫ال‬ ‫ي‬ ‫ه‬ ‫ه‬ ‫ذ‬ ‫ه‬ ‫ض‬ ‫ا‬ ‫ر‬ ‫ت‬ ‫فا‬ ‫ىلع‬ ‫يحي‬ ‫ض‬ ‫وتل‬ ‫ال‬ I.1a ‫دد‬ ‫عل‬ ‫ة‬ ‫د‬ ‫ي‬ ‫د‬ ‫ج‬ ‫ت‬ ‫ا‬ ‫عقوت‬ ‫د‬ ‫ادعإو‬ ، ‫ىض‬ ‫رمال‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫نم‬ ‫ا‬ ‫ه‬ ‫ؤا‬ ‫رجإ‬ ‫م‬ ‫ت‬ ‫ي‬ ‫س‬ ‫يت‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ءاقلال‬ ‫ن‬ ‫م‬ ‫ق‬ ‫حلمال‬ ‫ر‬ ‫ظن‬ ‫ا‬ : ‫حيمل‬ ‫ت‬ ( . ‫لماك‬ ‫ماع‬ ‫لال‬ ‫خ‬ ‫ي‬ ‫ر‬ ‫اجت‬ ‫ال‬ 5 ‫نم‬4 ‫ةحفصال‬
5 ‫نم‬5 ‫ةحفصال‬ CH10 Group Purchasing Organizations ‫ةع‬ ‫و‬ ‫م‬ ‫جم‬ ‫ءارش‬ ‫ت‬ ‫ا‬ ‫م‬ ‫ظ‬ ‫ن‬ ‫م‬ • All organizations purchase and consume supplies as part of daily operations • Transfer of supplies thru a middleman to the health care organization’s central distribution is called supply chain • Oversight of this process is called supply chain Management • A network of health care organizations all contracting with the same third party vendor who are able to acquire large volumes of supplies from manufacturers at negotiated discounted rates. ‫تادادمإلا‬ ‫و‬ ‫ت‬ ‫س‬ ‫ت‬ ‫ه‬ ‫ل‬ ‫ك‬ ‫تامظنمال‬ ‫عيمج‬ ‫ءارش‬ • ‫ة‬ ‫ي‬ ‫م‬ ‫ويال‬ ‫ت‬ ‫اي‬ ‫لمعال‬ ‫نم‬ ‫ء‬ ‫زجك‬ ‫ع‬ ‫ي‬ ‫ز‬ ‫وتل‬ ‫ل‬ ‫طي‬ ‫سو‬ ‫لال‬ ‫خ‬ ‫نم‬ ‫ت‬ ‫ا‬ ‫د‬ ‫ادمإلا‬ ‫ل‬ ‫قن‬ ‫ى‬ ‫مسي‬ • ‫ة‬ ‫ل‬ ‫س‬ ‫ل‬ ‫س‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫ي‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫ةمظ‬ ‫ن‬ ‫ملل‬ ‫ي‬ ‫زكرمال‬ ‫تال‬‫و‬‫ير‬‫د‬ ‫ة‬ ‫ل‬ ‫س‬ ‫ل‬ ‫س‬ ‫ة‬ ‫رادإ‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫معال‬ ‫ه‬ ‫ذ‬ ‫ه‬ ‫ى‬ ‫ل‬ ‫ع‬ ‫ة‬ ‫با‬ ‫ق‬ ‫رال‬ ‫ى‬ ‫مسي‬ • ‫تال‬‫و‬‫ير‬‫د‬ ‫نع‬ ‫ة‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫تامظ‬ ‫ن‬ ‫م‬ ‫نم‬ ‫ةكبش‬ ‫ك‬ ‫انه‬ ‫و‬ • ‫ن‬ ‫ي‬ ‫ر‬ ‫دا‬ ‫ق‬ ‫ال‬ ‫ع‬ ‫ئ‬ ‫اب‬ ‫ال‬ ‫ث‬ ‫ال‬ ‫ث‬ ‫ال‬ ‫ف‬ ‫ر‬ ‫ط‬ ‫ال‬ ‫س‬ ‫ف‬ ‫ن‬ ‫ع‬ ‫م‬ ‫دقا‬ ‫ع‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫اد‬ ‫اد‬ ‫مإلا‬ ‫نم‬ ‫ة‬ ‫ر‬ ‫يب‬ ‫ك‬ ‫ت‬ ‫ا‬ ‫ي‬ ‫مك‬ ‫ىل‬ ‫ع‬ ‫ل‬ ‫و‬ ‫صح‬ ‫ال‬ ‫ىلع‬ ‫ق‬ ‫ي‬ ‫رط‬ ‫نع‬ ‫ة‬ ‫ض‬ ‫فخم‬ ‫ر‬ ‫ا‬ ‫عسأب‬ ‫ن‬ ‫ي‬ ‫جت‬ ‫ن‬ ‫مال‬ ‫ن‬ ‫م‬ .‫ال‬‫ت‬‫ف‬‫ا‬‫و‬‫ض‬ Summary • Budget is a focus for health care organizations • The planning and control cycle has 4 major components-strategic planning, planning, implementation and control • 5 key dimensions vary according to the organization- participation, budget models, details, forecasts, and modifications • 4 interrelated budgets-statistics, operating, cash, capital ‫ة‬ ‫يا‬ ‫عرال‬ ‫ت‬ ‫ا‬ ‫سسؤم‬ ‫ىل‬ ‫ع‬ ‫ز‬ ‫ي‬ ‫كر‬ ‫ت‬ ‫ال‬ ‫ي‬ ‫ه‬ ‫ة‬ ‫ي‬ ‫ن‬ ‫ازيمال‬ • ‫يحصال‬‫ة‬ ‫تا‬ ‫ن‬ ‫و‬ ‫كم‬ ‫ةر‬ ‫يب‬ ‫ك‬ 4 ‫ا‬ ‫ه‬ ‫يد‬ ‫ل‬ ‫ة‬ ‫ب‬ ‫اق‬ ‫رال‬ ‫و‬ ‫طي‬ ‫ط‬ ‫خت‬ ‫ال‬ ‫ة‬ ‫ر‬ ‫و‬ ‫د‬ • ‫و‬ ‫ال‬ ‫ت‬ ‫ن‬ ‫ف‬ ‫ي‬ ‫ذ‬ ‫تالو‬‫خ‬‫يط‬‫ط‬ ، ‫ا‬‫ال‬‫تس‬‫ر‬‫ا‬‫ت‬‫ي‬‫ج‬‫ي‬ ‫تال‬‫خ‬‫يط‬‫ط‬ ‫اقرالو‬‫ب‬‫ة‬ ، ‫ةكراشمال‬ ‫ل‬ ‫ت‬ ‫ن‬ ‫ظ‬ ‫ي‬ ‫م‬ ‫و‬ ‫ف‬ ‫ق‬ ‫ا‬ ‫ر‬ ‫ئ‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ة‬ ‫أ‬‫ب‬‫ع‬‫ا‬‫د‬ 5 • ‫ت‬ ‫خ‬ ‫ت‬ ‫ل‬ ‫ف‬ ، ‫ت‬ ‫ا‬ ‫ؤبن‬ ‫ت‬ ‫ال‬ ‫و‬ ، ‫لي‬ ‫ص‬ ‫افت‬ ‫و‬ ‫ة‬ ‫ين‬ ‫ا‬ ‫ز‬ ‫ي‬ ‫مال‬ ‫جذا‬ ‫م‬ ‫ن‬ ‫و‬ ‫تالو‬‫ع‬‫يد‬‫ال‬‫ت‬ ، ‫ل‬ ‫ي‬ ‫غ‬ ‫ش‬ ‫ت‬ ‫ال‬ ، ‫ت‬ ‫ا‬ ‫ء‬ ‫ا‬ ‫صح‬ ‫إ‬ ‫تا‬ ‫ي‬ ‫ن‬ ‫ازيم‬ ‫ة‬ ‫ط‬ ‫ب‬ ‫ارتم‬ 4 • ‫ال‬ ‫مال‬ ‫س‬ ‫أ‬ ‫رو‬ ، ‫ة‬ ‫يدقنال‬ ‫و‬
HCM 213- CH11 Responsibility Budgeting ‫ة‬ ‫ن‬ ‫زاومال‬ ‫ةي‬ ‫لوؤسمال‬ Learning Objectives • Defining decentralization and its advantages and disadvantages • Identify the major types of responsibility centers in health care organizations • Explain the relationships of responsibility, authority and accountability • Compute volume and rate variances for revenue • Compute volume and cost variances for expenses ‫ه‬ ‫بوي‬ ‫ع‬ ‫و‬ ‫ه‬ ‫ا‬ ‫ي‬ ‫از‬ ‫م‬ ‫و‬ ‫ةي‬ ‫زكر‬ ‫م‬ ‫ال‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫رعت‬ • ‫زك‬ ‫ا‬ ‫رم‬ ‫ن‬ ‫م‬ ‫ة‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ئ‬ ‫ر‬ ‫ع‬ ‫اونأ‬ ‫ى‬ ‫لع‬ ‫فرع‬ ‫ت‬ ‫ال‬ • ‫يحصال‬‫ة‬ ‫ةياعرال‬ ‫تاسسؤم‬ ‫ف‬ ‫ي‬ ‫لوؤسمال‬‫ي‬‫ة‬ ‫ة‬ ‫ل‬ ‫ءاسمالو‬ ‫ةط‬ ‫لس‬ ‫ال‬ ‫و‬ ‫ةي‬ ‫لوؤ‬ ‫س‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫قال‬ ‫ع‬ ‫ح‬ ‫رش‬ • ‫ى‬ ‫لع‬ ‫ل‬ ‫و‬ ‫ص‬ ‫حلل‬ ‫ن‬ ‫ي‬ ‫ا‬ ‫بت‬ ‫ال‬ ‫ل‬ ‫د‬ ‫ع‬ ‫م‬ ‫و‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫م‬ ‫جح‬ • ‫تادئاع‬ ‫ت‬ ‫ا‬ ‫ق‬ ‫ف‬ ‫ن‬ ‫ل‬ ‫ل‬ ‫ق‬ ‫و‬ ‫رفال‬ ‫ة‬ ‫فل‬ ‫كت‬ ‫و‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫م‬ ‫جح‬ • Decentralization Decentralization: Degree of dispersion of responsibility within an organization • Advantages-More efficient use of time, more relevant info, higher quality decisions, greater speed, better use of talent, increased motivation and allegiance. • Disadvantages-loss of control, decreased goal congruence, increased need for coordination and formal communication, lack of managerial talent. :‫ةيزكرمالال‬ ‫ةمظنمال‬ ‫لخاد‬ ‫لوؤسمال‬‫ي‬‫ة‬ ‫ت‬ ‫ش‬ ‫ت‬ ‫ت‬ ‫ةجرد‬ ، ‫ت‬ ‫قو‬ ‫لل‬ ‫ال‬ ‫ع‬ ‫فال‬ ‫ما‬ ‫د‬ ‫ختسالا‬ ‫ر‬ ‫ث‬ ‫كأ‬ ‫ا‬ ‫ي‬ ‫ازم‬ • ‫ة‬ ‫د‬ ‫و‬ ‫ج‬ ‫ت‬ ‫ا‬ ‫ذ‬ ‫ت‬ ‫ارار‬ ‫ق‬ ‫ال‬ ‫و‬ ‫ة‬ ‫ل‬ ‫ص‬ ‫ر‬ ‫ث‬ ‫كأ‬ ‫ت‬ ‫امولعم‬ ‫ل‬ ‫ض‬ ‫ف‬ ‫أ‬ ‫م‬ ‫ادختسا‬ ‫و‬ ، ‫ة‬ ‫ع‬ ‫ر‬ ‫س‬ ‫ال‬ ‫ةدا‬ ‫ي‬ ‫زو‬ ، ‫ىل‬ ‫ع‬ ‫أ‬ . ‫ءال‬ ‫وال‬ ‫و‬ ‫زف‬ ‫ا‬ ‫حال‬ ‫ةدا‬ ‫ي‬ ‫زو‬ ، ‫ب‬ ‫ه‬ ‫اومال‬ ‫قب‬ ‫ا‬ ‫ط‬ ‫ت‬ ‫ال‬ ‫و‬ ، ‫ةر‬ ‫طي‬ ‫سال‬ ‫ن‬ ‫ادق‬ ‫ف‬ - ‫ب‬ ‫وي‬ ‫ع‬ ‫ت‬ ‫ضفخن‬ ‫ا‬ • ‫ل‬ ‫صا‬ ‫و‬ ‫ت‬ ‫ال‬ ‫و‬ ‫ق‬ ‫ي‬ ‫س‬ ‫ن‬ ‫ت‬ ‫ال‬ ‫ى‬ ‫إل‬ ‫ة‬ ‫ج‬ ‫ا‬ ‫حال‬ ‫ةدا‬ ‫ي‬ ‫زو‬ ، ‫ف‬ ‫دهال‬ . ‫ةيرادإلا‬ ‫بهاومال‬ ‫دوجو‬ ‫مدع‬ ، ‫يمسرال‬ Types of Responsibility Centers ‫ز‬ ‫ك‬ ‫ا‬ ‫رم‬ ‫ة‬ ‫ي‬ ‫لو‬ ‫ؤ‬ ‫سمال‬ ‫عاو‬ ‫ن‬ ‫أ‬ A responsibility center is an organizational unit that has been formally given the responsibility to carry out one or more tasks or to achieve one or more outcomes (or both). Four Types of Responsibility Centers: 1) Service centers 2) Cost centers 3) Profit centers 4) Investment centers ‫ي‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫م‬ ‫ي‬ ‫ظ‬ ‫ن‬ ‫ت‬ ‫ة‬ ‫دح‬ ‫و‬ ‫و‬ ‫ه‬ ‫ة‬ ‫ي‬ ‫لو‬ ‫ؤ‬ ‫سمال‬ ‫زكرم‬ ‫ة‬ ‫د‬ ‫حاو‬ ‫ما‬ ‫ه‬ ‫مب‬ ‫ما‬ ‫ي‬ ‫قلل‬ ‫ةي‬ ‫لو‬ ‫ؤ‬ ‫سمال‬ ‫اي‬ ‫مسر‬ ‫ت‬ ‫ي‬ ‫ط‬ ‫ع‬ ‫أ‬ ‫ج‬ ‫ئ‬ ‫ا‬ ‫تن‬ ‫ال‬ ‫ن‬ ‫م‬ ‫ر‬ ‫ث‬ ‫كأ‬ ‫و‬ ‫أ‬ ‫دح‬ ‫ا‬ ‫و‬ ‫قي‬ ‫قح‬ ‫ت‬ ‫ل‬ ‫و‬ ‫أ‬ ، ‫ر‬ ‫ث‬ ‫كأ‬ ‫وأ‬ .) ‫ام‬ ‫ه‬ ‫ي‬ ‫لك‬ ‫وأ‬ ( : ‫ة‬ ‫ي‬ ‫ل‬ ‫و‬ ‫ؤ‬ ‫س‬ ‫م‬ ‫ال‬ ‫زك‬ ‫ا‬ ‫رم‬ ‫نم‬ ‫ع‬ ‫اونأ‬ ‫ةع‬ ‫ب‬ ‫رأ‬ ‫ة‬ ‫م‬ ‫دخال‬ ‫زك‬ ‫ا‬ ‫رم‬ )1 ‫ة‬ ‫فل‬ ‫كت‬ ‫ال‬ ‫زك‬ ‫ا‬ ‫رم‬ )2 ‫ح‬ ‫ب‬ ‫رال‬ ‫زك‬ ‫ا‬ ‫رم‬ )3 ‫ة‬ ‫ي‬ ‫را‬ ‫م‬ ‫ثت‬ ‫سا‬ ‫زك‬ ‫ا‬ ‫رم‬ )4 1 Service centers : the most basic type of responsibility center, are primarily responsible for ensuring that services are provided to a population in a manner that meets the volume and quality requirements of the organization. 2 Cost centers : the most common type of responsibility center in health care organizations, are responsible for providing services and controlling their costs. Types of cost centers in health care organizations include: production cost centers, clinical cost centers, and administrative cost centers. : ‫ةمدخ‬ ‫زكارم‬ ، ‫ة‬ ‫ي‬ ‫لوؤس‬ ‫م‬ ‫ال‬ ‫زكرم‬ ‫ن‬ ‫م‬ ‫ة‬ ‫ي‬ ‫س‬ ‫ا‬ ‫سأ‬ ‫ع‬ ‫ا‬ ‫ون‬ ‫أ‬ ‫مظع‬ ‫م‬ ‫و‬ ‫ر‬ ‫ي‬ ‫ف‬ ‫و‬ ‫ت‬ ‫نا‬ ‫م‬ ‫ض‬ ‫ن‬ ‫ع‬ ‫ل‬ ‫و‬ ‫ألا‬ ‫ل‬ ‫و‬ ‫ؤ‬ ‫سم‬ ‫ال‬ ‫يه‬ ‫ةيعونو‬ ‫مجح‬ ‫ت‬ ‫ل‬ ‫ب‬ ‫ي‬ ‫طب‬ ‫ير‬ ‫ق‬‫ة‬ ‫لل‬‫س‬‫اك‬‫ن‬ ‫تامدخال‬ . ‫ة‬ ‫م‬ ‫ظ‬ ‫ن‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ب‬ ‫لط‬ ‫ت‬ ‫م‬ : ‫ةفل‬ ‫كت‬ ‫ال‬ ‫زك‬ ‫ا‬ ‫رم‬ ‫ي‬ ‫ف‬ ‫ةي‬ ‫لوؤ‬ ‫س‬ ‫م‬ ‫ال‬ ‫ز‬ ‫كرم‬ ‫ن‬ ‫م‬ ‫ا‬ ‫عوي‬ ‫ش‬ ‫ر‬ ‫ث‬ ‫كال‬ ‫ا‬ ‫عون‬ ‫ال‬ ‫ن‬ ‫ع‬ ‫ة‬ ‫ل‬ ‫و‬ ‫ؤ‬ ‫سمال‬ ‫ي‬ ‫ه‬ ، ‫ة‬ ‫ي‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫ةي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ت‬ ‫ا‬ ‫سس‬ ‫ؤم‬ ‫ة‬ ‫صا‬ ‫خ‬ ‫ال‬ ‫في‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫م‬ ‫ك‬ ‫حتال‬ ‫و‬ ‫ت‬ ‫امدخال‬ ‫م‬ ‫ي‬ ‫دقت‬ . ‫م‬ ‫ه‬ ‫ب‬ ‫ةي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ت‬ ‫ا‬ ‫مظنم‬ ‫ي‬ ‫ف‬ ‫ةفل‬ ‫كت‬ ‫ال‬ ‫ز‬ ‫ك‬ ‫ا‬ ‫رم‬ ‫نم‬ ‫عاو‬ ‫ن‬ ‫أ‬ : ‫ل‬ ‫مش‬ ‫ت‬ ‫و‬ ‫ةي‬ ‫حصال‬ ‫ة‬ ‫فل‬ ‫كت‬ ‫ال‬ ‫ز‬ ‫ك‬ ‫ا‬ ‫رمو‬ ‫ج‬ ‫ا‬ ‫تن‬ ‫إلا‬ ‫ةفل‬ ‫ك‬ ‫ت‬ ‫زك‬ ‫ا‬ ‫رم‬ . ‫ةي‬ ‫رادإلا‬ ‫ة‬ ‫فل‬ ‫كت‬ ‫ال‬ ‫ز‬ ‫ك‬ ‫ا‬ ‫رمو‬ ، ‫ة‬ ‫ي‬ ‫ر‬ ‫ي‬ ‫رسال‬ 4 ‫نم‬1 ‫ةحفصال‬
HCM 213- CH11 Types of cost centers: • Production Cost Center: A cost center responsible for producing or selling products (or both). • Clinical Cost Center: A cost center responsible for providing health care related services to clients, patients, or enrollees. • Administrative Cost Center: A cost center that supports clinical cost centers and the organization as a whole. : ‫ةفل‬ ‫كت‬ ‫ال‬ ‫ز‬ ‫ك‬ ‫ا‬ ‫رم‬ ‫نم‬ ‫عاو‬ ‫ن‬ ‫أ‬ : ‫جا‬ ‫ت‬ ‫ن‬ ‫إلا‬ ‫ة‬ ‫فل‬ ‫ك‬ ‫ت‬ ‫زكرم‬ • ‫ع‬ ‫ي‬ ‫ب‬ ‫و‬ ‫أ‬ ‫جا‬ ‫ت‬ ‫ن‬ ‫إ‬ ‫ن‬ ‫ع‬ ‫ة‬ ‫ل‬ ‫و‬ ‫ؤ‬ ‫س‬ ‫م‬ ‫ال‬ ‫ةفل‬ ‫ك‬ ‫ت‬ ‫زكرم‬ .) ‫ام‬ ‫ه‬ ‫ي‬ ‫لك‬ ‫و‬ ‫أ‬ ( ‫ت‬ ‫اجت‬ ‫ن‬ ‫م‬ ‫ال‬ : ‫ةي‬ ‫ر‬ ‫ي‬ ‫رسال‬ ‫ة‬ ‫فل‬ ‫كت‬ ‫ال‬ ‫زكرم‬ • ‫ت‬ ‫ام‬ ‫د‬ ‫خ‬ ‫ر‬ ‫ي‬ ‫ف‬ ‫و‬ ‫ت‬ ‫ن‬ ‫ع‬ ‫ة‬ ‫ل‬ ‫و‬ ‫ؤ‬ ‫سم‬ ‫ةفل‬ ‫ك‬ ‫ت‬ ‫زكرم‬ ، ‫ء‬ ‫ال‬ ‫م‬ ‫ع‬ ‫ل‬ ‫ل‬ ‫ة‬ ‫ل‬ ‫صال‬ ‫ت‬ ‫اذ‬ ‫ة‬ ‫ي‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ . ‫ت‬ ‫ال‬ ‫ج‬ ‫س‬ ‫م‬ ‫ال‬ ‫و‬ ‫أ‬ ، ‫ىضرمالو‬ : ‫ي‬ ‫ر‬ ‫ادإل‬ ‫ا‬ ‫ة‬ ‫فل‬ ‫كت‬ ‫ال‬ ‫زكرم‬ • ‫ال‬ ‫ت‬ ‫ك‬ ‫ل‬ ‫ف‬ ‫ة‬ ‫زكارم‬ ‫معدت‬ ‫ال‬ ‫ت‬ ‫ي‬ ‫ال‬ ‫ت‬ ‫ك‬ ‫ل‬ ‫ف‬ ‫ة‬ ‫زكرم‬ . ‫ل‬ ‫كك‬ ‫ة‬ ‫مظن‬ ‫م‬ ‫ال‬ ‫و‬ ‫ة‬ ‫ي‬ ‫ر‬ ‫ي‬ ‫رسال‬ 3- Profit Center: An organizational unit responsible for controlling costs and earning revenues. Types of profit centers in health care organizations include: • Traditional profit centers Are primarily responsible for making a profit selling goods or services. • Capitated Profit Centers Capitated profit centers earn revenues by agreeing to take care of the defined health care needs of a population for a per member fee, often regardless of the amount of services needed by any particular patient. • Administrative Profit Centers There are two types of administrative profit centers Those that sell inside the organization and those that— although they do not deliver health services— are responsible for generating new revenues from outside the organization. : ‫ح‬ ‫ب‬ ‫رال‬ ‫زكرم‬ ‫ي‬ ‫ف‬ ‫م‬ ‫كح‬ ‫ت‬ ‫ال‬ ‫ن‬ ‫ع‬ ‫ة‬ ‫لو‬ ‫ؤ‬ ‫سم‬ ‫ة‬ ‫ي‬ ‫م‬ ‫ي‬ ‫ظ‬ ‫ن‬ ‫ت‬ ‫ة‬ ‫دحو‬ . ‫د‬ ‫ئ‬ ‫او‬ ‫ع‬ ‫ق‬ ‫ي‬ ‫قح‬ ‫ت‬ ‫و‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ةياعرال‬ ‫تاسسؤم‬ ‫ف‬ ‫ي‬ ‫برال‬‫ح‬ ‫زكارم‬ ‫نم‬ ‫عاو‬ ‫نأ‬ : ‫ل‬ ‫مش‬ ‫ت‬ ‫و‬ ‫ةي‬ ‫حصال‬ ‫ةي‬ ‫د‬ ‫ي‬ ‫لق‬ ‫ت‬ ‫ال‬ ‫ح‬ ‫ب‬ ‫رال‬ ‫زك‬ ‫ا‬ ‫رم‬ • ‫بر‬‫ح‬ ‫ت‬ ‫ح‬ ‫ق‬ ‫ي‬ ‫ق‬ ‫نع‬ ‫لوألا‬ ‫ماقمال‬ ‫ف‬ ‫ي‬ ‫ةلوؤسمال‬ ‫يه‬ . ‫ت‬ ‫امدخ‬ ‫ال‬ ‫و‬ ‫أ‬ ‫علسال‬ ‫ع‬ ‫ي‬ ‫ب‬ ‫ح‬ ‫ب‬ ‫رال‬ ‫زك‬ ‫ا‬ ‫رم‬ •Capitated Capitated ‫تاد‬ ‫ئ‬ ‫ا‬ ‫ع‬ ‫ب‬ ‫س‬ ‫ك‬ ‫ح‬ ‫ب‬ ‫رال‬ ‫زك‬ ‫ا‬ ‫رم‬ ‫ت‬ ‫اجاي‬ ‫ت‬ ‫حا‬ ‫ةي‬ ‫ا‬ ‫ع‬ ‫ر‬ ‫ىل‬ ‫ع‬ ‫ة‬ ‫ق‬ ‫ف‬ ‫اومال‬ ‫ل‬ ‫ال‬ ‫خ‬ ‫ن‬ ‫م‬ ‫مسر‬ ‫ل‬ ‫ف‬ ‫ي‬ ‫لل‬‫س‬‫اك‬‫ن‬ ‫ةددحمال‬ ‫يحصال‬‫ة‬ ‫ةياعرال‬ ‫ر‬ ‫ظ‬ ‫ن‬ ‫ال‬ ‫ض‬ ‫غ‬ ‫ب‬ ‫نا‬ ‫ي‬ ‫حألا‬ ‫ن‬ ‫م‬ ‫ري‬ ‫ث‬ ‫ك‬ ‫ي‬ ‫ف‬ ، ‫ءاض‬ ‫ع‬ ‫ألا‬ ‫ض‬ ‫ي‬ ‫رم‬ ‫ي‬ ‫أ‬ ‫ا‬ ‫هجا‬ ‫ت‬ ‫حي‬ ‫يتال‬ ‫ت‬ ‫ا‬ ‫مدخال‬ ‫ة‬ ‫ي‬ ‫مك‬ ‫ن‬ ‫ع‬ .‫نيعم‬ ‫ةي‬ ‫رادإل‬ ‫ا‬ ‫ح‬ ‫ب‬ ‫رال‬ ‫زك‬ ‫ا‬ ‫رم‬ • : ‫ةيرادإلا‬ ‫برال‬‫ح‬ ‫زكارم‬ ‫نم‬ ‫ناعون‬ ‫كانه‬ ‫ك‬ ‫ل‬ ‫ت‬ ‫و‬ ‫ة‬ ‫م‬ ‫ظ‬ ‫ن‬ ‫م‬ ‫ال‬ ‫لخاد‬ ‫ع‬ ‫يب‬ ‫ت‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ك‬ ‫لت‬ that - ‫ةح‬ ‫صال‬ - ‫ت‬ ‫امد‬ ‫خ‬ ‫مد‬ ‫ق‬ ‫ت‬ ‫ال‬ ‫اه‬ ‫ن‬ ‫أ‬ ‫ن‬ ‫م‬ ‫م‬ ‫غ‬ ‫رال‬ ‫ىلع‬ ‫ن‬ ‫م‬ ‫ةدي‬ ‫د‬ ‫ج‬ ‫ت‬ ‫ادار‬ ‫ي‬ ‫إ‬ ‫د‬ ‫ي‬ ‫لو‬ ‫ت‬ ‫نع‬ ‫ة‬ ‫ل‬ ‫و‬ ‫ؤ‬ ‫سمال‬ ‫ي‬ ‫ه‬ . ‫ة‬ ‫مظن‬ ‫م‬ ‫ال‬ ‫ج‬ ‫راخ‬ 4- Investment Center: An organizational unit that has all the responsibilities of a traditional profit center and is also responsible for making a certain return on investment. : ‫را‬ ‫م‬ ‫ثت‬ ‫سالا‬ ‫زكرم‬ ‫لوؤسم‬‫ي‬‫تا‬ ‫لك‬ ‫اهيدل‬ ‫ال‬ ‫ت‬ ‫ي‬ ‫ت‬ ‫ن‬ ‫ظ‬ ‫ي‬ ‫م‬ ‫ي‬ ‫ة‬ ‫ةدحو‬ ‫نع‬ ‫اض‬ ‫أ‬‫ي‬ ‫ةلوؤسمو‬ ‫ال‬ ‫ت‬ ‫ق‬ ‫ل‬ ‫ي‬ ‫د‬ ‫ي‬ ‫ة‬ ‫برال‬‫ح‬‫ي‬‫ة‬ ‫زكرم‬ . ‫را‬ ‫م‬ ‫ثت‬ ‫سالا‬ ‫ىل‬ ‫ع‬ ‫ة‬ ‫ني‬ ‫عم‬ ‫ة‬ ‫دوعال‬ ‫ن‬ ‫م‬ ‫ال‬ ‫ع‬ ‫اج‬ Measuring Performance ‫ءادألا‬ ‫يق‬‫ا‬‫س‬ The Basic Attributes of responsibility center: 1 Responsibility: Duties and obligations of a responsibility center. 2 Authority: Power to carry out a given responsibility. 3 Accountability: Extent to which there are consequences, positive and negative attached to carrying out responsibilities. : ‫ة‬ ‫ي‬ ‫لو‬ ‫ؤ‬ ‫سمال‬ ‫ز‬ ‫كر‬ ‫م‬ ‫ل‬ ‫ةي‬ ‫ساسأل‬ ‫ا‬ ‫ت‬ ‫ام‬ ‫س‬ :‫لوؤسم‬‫ي‬‫ة‬ . ‫ة‬ ‫ي‬ ‫لوؤس‬ ‫م‬ ‫ال‬ ‫زكرم‬ ‫ت‬ ‫ام‬ ‫از‬ ‫ت‬ ‫ال‬ ‫و‬ ‫ت‬ ‫ا‬ ‫ب‬ ‫جاو‬ :‫لسال‬‫ط‬‫ة‬ . ‫ة‬ ‫ني‬ ‫عم‬ ‫ة‬ ‫ي‬ ‫لوؤسم‬ ‫ذ‬ ‫ي‬ ‫ف‬ ‫نت‬ ‫ل‬ ‫ة‬ ‫وقال‬ : ‫ة‬ ‫لءاسم‬ ‫ال‬ ‫ة‬ ‫يب‬ ‫لسال‬ ‫و‬ ‫ة‬ ‫يب‬ ‫اجيإل‬ ‫ا‬ ، ‫ب‬ ‫ق‬ ‫او‬ ‫ع‬ ‫كا‬ ‫ن‬ ‫ه‬ ‫ى‬ ‫د‬ ‫م‬ ‫ي‬ ‫أ‬ ‫ى‬ ‫إل‬ . ‫اه‬ ‫ت‬ ‫ا‬ ‫ي‬ ‫لوؤ‬ ‫س‬ ‫مب‬ ‫ما‬ ‫ي‬ ‫قال‬ ‫ىل‬ ‫ع‬ ‫قل‬ ‫ع‬ ‫ت‬ ‫ي‬ ‫ت‬ ‫ال‬ 4 ‫نم‬2 ‫ةحفصال‬
4 ‫نم‬3 ‫ةحفصال‬ HCM 213- CH11 Budget Variances ‫ق‬ ‫ورفال‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬  Budget Variances: the difference between what is budgeted and what actually occurred.  Revenue variances: • Positive revenue variances called favorable. Calculate Revenue variances: • Step 1. Develop the Flexible Budget Estimate for Revenues • Step 2. Calculate the Revenue Variance Due to Changes in Volume and Rate. Revenue Volume Variance = (Actual Volume − Budgeted Volume ) × Budgeted Rate Revenue Rate Variance = (Actual Rate − Budgeted Rate ) × Actual Volume ‫ي‬ ‫ف‬ ‫و‬ ‫ه‬ ‫ا‬ ‫م‬ ‫ن‬ ‫ي‬ ‫ب‬ ‫ق‬ ‫ر‬ ‫ف‬ ‫ال‬ : ‫ق‬ ‫ورفال‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ . ‫ال‬ ‫عف‬ ‫ث‬ ‫د‬ ‫ح‬ ‫ام‬ ‫و‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ : ‫ت‬ ‫ادار‬ ‫ي‬ ‫إلا‬ ‫ق‬ ‫ورفال‬ . ‫ةيتاوم‬ ‫اعد‬ ‫ا‬‫إل‬‫ي‬‫ج‬‫ا‬‫ب‬‫ي‬‫ة‬ ‫تادئاعال‬ ‫قورفال‬ • : ‫ق‬ ‫و‬ ‫ر‬ ‫فال‬ ‫ت‬ ‫ا‬ ‫دار‬ ‫ي‬ ‫إلا‬ ‫ب‬ ‫اسح‬ ‫ةن‬ ‫رم‬ ‫ة‬ ‫ي‬ ‫ر‬ ‫ي‬ ‫دق‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ع‬ ‫ض‬ ‫و‬ .1 ‫ة‬ ‫و‬ ‫ط‬ ‫خ‬ ‫ال‬ • ‫تاداريإلل‬ ‫ا‬ ‫رظن‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫ادار‬ ‫ي‬ ‫إلا‬ ‫ب‬ ‫ا‬ ‫سح‬ .2 ‫ة‬ ‫و‬ ‫ط‬ ‫خ‬ ‫ال‬ • . ‫ل‬ ‫د‬ ‫ع‬ ‫م‬ ‫و‬ ‫م‬ ‫جح‬ ‫ي‬ ‫ف‬ ‫تار‬ ‫ي‬ ‫غ‬ ‫ت‬ ‫لل‬ ‫ي‬ ‫ف‬ - ‫ي‬ ‫ل‬ ‫ع‬ ‫ف‬ ‫ال‬ ‫د‬ ‫لجمال‬ ( : ‫ق‬ ‫رفال‬ ‫م‬ ‫جح‬ ‫تادار‬ ‫ي‬ ‫إلا‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫ج‬ ‫ر‬ ‫دمال‬ × ) ‫م‬ ‫جح‬ ‫ال‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫رعسال‬ - ‫ي‬ ‫ل‬ ‫ع‬ ‫ف‬ ‫ال‬ ‫ل‬ ‫د‬ ‫ع‬ ‫م‬ ‫ال‬ ( : ‫ق‬ ‫ر‬ ‫فال‬ ‫ح‬ ‫ا‬ ‫ب‬ ‫رألا‬ ‫ل‬ ‫دعم‬ ‫ل‬ ‫و‬ ‫اد‬ ‫ت‬ ‫ال‬ ‫مجح‬ × ) ‫ر‬ ‫عسال‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫جردمال‬ ‫ال‬ ‫ف‬ ‫ع‬ ‫ل‬ ‫ي‬  Expense variances: Calculate expense variances: • Step 1. Identify the Amount of Variance Due to fixed costs. • Step 2. Develop a flexible Expense Budget. • Step 3. Calculate the Expense Variance due to Volume. Expense Volume Variance = (Actual Volume − Budgeted Volume ) × Budgeted Cost per Unit Expense Cost Variance = (Actual Cost per Unit − Budgeted Cost per Unit ) × Actual Volume : ‫ب‬ ‫اس‬ ‫ح‬ ‫ق‬ ‫ورفال‬ : ‫ب‬ ‫ا‬ ‫سح‬ ‫قو‬ ‫رفال‬ ‫ب‬ ‫اسح‬ ‫ىإل‬ ‫ار‬ ‫ظ‬ ‫ن‬ ‫ن‬ ‫ي‬ ‫ا‬ ‫بت‬ ‫ال‬ ‫ر‬ ‫ادقم‬ ‫د‬ ‫ي‬ ‫دح‬ ‫ت‬ .1 ‫ة‬ ‫و‬ ‫ط‬ ‫خ‬ . ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ . ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ةن‬ ‫ور‬ ‫م‬ ‫ة‬ ‫ق‬ ‫ف‬ ‫ن‬ ‫ر‬ ‫ي‬ ‫وط‬ ‫ت‬ .2 ‫ة‬ ‫و‬ ‫ط‬ ‫خال‬ ‫ارظن‬ ‫ت‬ ‫اق‬ ‫فن‬ ‫ال‬ ‫ن‬ ‫ي‬ ‫ا‬ ‫ب‬ ‫ت‬ ‫ب‬ ‫س‬ ‫حا‬ .3 ‫ة‬ ‫و‬ ‫ط‬ ‫خال‬ .‫مجح‬ ‫ل‬ ‫ي‬ ‫ف‬ - ‫يلع‬ ‫فال‬ ‫د‬ ‫لجمال‬ ( : ‫ق‬ ‫ر‬ ‫فال‬ ‫مجح‬ ‫ب‬ ‫اسح‬ ‫ةد‬ ‫حو‬ ‫ل‬ ‫كل‬ ‫ة‬ ‫فل‬ ‫كت‬ ‫ال‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ × ) ‫م‬ ‫جح‬ ‫ال‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ل‬ ‫كل‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ع‬ ‫ف‬ ‫ال‬ ‫ةفل‬ ‫كت‬ ‫ال‬ ( = ‫ةفل‬ ‫كت‬ ‫ال‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫ق‬ ‫ورفال‬ × ) ‫ةدحو‬ ‫لكل‬ ‫ال‬ ‫ت‬ ‫ك‬ ‫ل‬ ‫ف‬ ‫ة‬ ‫يمال‬‫ز‬‫ا‬‫ن‬‫ي‬‫ة‬ ‫ف‬ ‫ي‬ - ‫ةدحو‬ ‫ي‬ ‫ل‬ ‫ع‬ ‫فال‬ ‫ل‬ ‫و‬ ‫ا‬ ‫د‬ ‫ت‬ ‫ال‬ ‫مجح‬ • Detailed variance analysis . • A dermatology clinic expects to contract with an HMO for an estimated 100,000 enrollees. The HMO expects one in four of its enrolled members to use the dermatology services per month. At the end of the year, the dermatology clinic’s business manager looked at her monthly figures and saw that the number of enrolled members had increased by 5 percent over the budgeted amount and that one in three of the total HMO members had used the dermatology services per month. Net monthly revenues of the dermatology clinic were budgeted at $360,000 but were actually $550,000. Monthly expenses for the clinic were budgeted at $300,000 but were actually $370,000. . ‫ن‬ ‫ي‬ ‫ا‬ ‫بت‬ ‫ال‬ ‫لي‬ ‫لح‬ ‫ت‬ ‫ة‬ ‫لصفم‬ • ‫ع‬ ‫م‬ ‫د‬ ‫ق‬ ‫ا‬ ‫ع‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫د‬ ‫ل‬ ‫جال‬ ‫ض‬ ‫ار‬ ‫م‬ ‫ألا‬ ‫ةدا‬ ‫ي‬ ‫ع‬ ‫ع‬ ‫ق‬ ‫وت‬ ‫ت‬ ‫و‬ ‫ا‬ ‫ب‬ ‫الط‬ 111،111 ‫و‬ ‫حنب‬ ‫ردقي‬ ‫ام‬ ‫ل‬ ‫ن‬ ‫مؤم‬ ‫ن‬ ‫م‬ ‫ة‬ ‫ع‬ ‫ب‬ ‫ر‬ ‫أ‬ ‫لك‬ ‫ن‬ ‫م‬ ‫د‬ ‫حا‬ ‫ع‬ ‫ق‬ ‫وت‬ ‫ي‬ ‫ن‬ ‫مؤم‬ . ‫ةب‬ ‫الطو‬ ‫ب‬ ‫ط‬ ‫ت‬ ‫ا‬ ‫مد‬ ‫خ‬ ‫م‬ ‫ادختسال‬ ‫ن‬ ‫ي‬ ‫لج‬ ‫س‬ ‫م‬ ‫ال‬ ‫ءاض‬ ‫ع‬ ‫أ‬ ‫اذه‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫هن‬ ‫ي‬ ‫ف‬ . ‫رهشال‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫ي‬ ‫دلج‬ ‫ال‬ ‫ضارم‬ ‫ألا‬ ‫لجال‬‫د‬‫ي‬‫ة‬ ‫ضارمألا‬ ‫ةدايع‬ ‫المعا‬ ‫ريدم‬ ‫ادب‬ ، ‫ماعال‬ ‫دد‬ ‫ع‬ ‫ن‬ ‫أ‬ ‫ى‬ ‫أر‬ ‫و‬ ، ‫اه‬ ‫ل‬ ‫ةي‬ ‫رهشال‬ ‫م‬ ‫اق‬ ‫رألا‬ ‫يفو‬ ‫ة‬ ‫ئ‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ف‬ 5 ‫ةب‬ ‫س‬ ‫ن‬ ‫ب‬ ‫دا‬ ‫ز‬ ‫د‬ ‫ق‬ ‫ن‬ ‫ي‬ ‫لج‬ ‫س‬ ‫م‬ ‫ال‬ ‫ءاض‬ ‫ع‬ ‫أ‬ ‫ادح‬ ‫ا‬ ‫و‬ ‫نأ‬ ‫و‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫د‬ ‫و‬ ‫صرم‬ ‫ال‬ ‫غ‬ ‫ل‬ ‫ب‬ ‫م‬ ‫ال‬ ‫ىلع‬ ‫ا‬ ‫ومدختس‬ ‫ا‬ ‫ن‬ ‫مؤ‬ ‫م‬ ‫ء‬ ‫اضع‬ ‫أ‬ ‫ع‬ ‫ومج‬ ‫م‬ ‫ن‬ ‫م‬ ‫ة‬ ‫ث‬ ‫ال‬ ‫ث‬ ‫ن‬ ‫م‬ ‫م‬ ‫ت‬ . ‫رهش‬ ‫ي‬ ‫ف‬ ‫ةي‬ ‫دلج‬ ‫ال‬ ‫ضار‬ ‫م‬ ‫ألا‬ ‫بط‬ ‫ت‬ ‫امدخ‬ ‫ةدا‬ ‫ي‬ ‫ع‬ ‫ل‬ ‫ل‬ ‫ةي‬ ‫رهشال‬ ‫ت‬ ‫ادار‬ ‫ي‬ ‫إلا‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫ص‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ن‬ ‫ك‬ ‫ل‬ ‫و‬ $ 301،111 ‫ي‬ ‫ف‬ ‫ة‬ ‫ي‬ ‫دلج‬ ‫ال‬ ‫ضارم‬ ‫ألا‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ت‬ ‫غ‬ ‫ل‬ ‫ب‬ .$ 551،111 ‫ع‬ ‫ق‬ ‫ا‬ ‫وال‬ ‫ي‬ ‫ف‬ ‫ت‬ ‫ن‬ ‫اك‬ $ 311،111 ‫ي‬ ‫ف‬ ‫ةدا‬ ‫ي‬ ‫ع‬ ‫ل‬ ‫ل‬ ‫ةي‬ ‫رهشال‬ ‫ت‬ ‫اق‬ ‫فن‬ ‫ال‬ .$ 301،111 ‫ع‬ ‫قاو‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ت‬ ‫ن‬ ‫ا‬ ‫ك‬ ‫ن‬ ‫ك‬ ‫ل‬ ‫و‬ A ‫ر‬ ‫ي‬ ‫رقت‬ ‫ت‬ ‫ا‬ ‫ف‬ ‫ور‬ ‫ص‬ ‫م‬ ‫ال‬ ‫و‬ ‫ت‬ ‫ادار‬ ‫ي‬ ‫إلا‬ ‫داد‬ ‫ع‬ ‫إ‬ . . ‫ةدا‬ ‫ي‬ ‫ع‬ ‫ل‬ ‫ل‬ ‫يرهشال‬ ‫ن‬ ‫ي‬ ‫ا‬ ‫بت‬ ‫ال‬ ‫؟‬ ‫ة‬ ‫يت‬ ‫اوم‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫و‬ ‫أ‬ ‫ةيت‬ ‫او‬ ‫م‬ ‫ق‬ ‫و‬ ‫ر‬ ‫ف‬ ‫ال‬ ‫هذ‬ ‫ه‬ ‫ل‬ ‫ه‬ ‫ب‬
4 ‫نم‬4 ‫ةحفصال‬ HCM 213- CH11 A. Prepare a monthly revenue and expense variance report for the clinic. B. Are these variances favorable or unfavorable? Why? Beyond Variances ‫قو‬ ‫رفال‬ ‫ء‬ ‫ار‬ ‫و‬ ‫ام‬ • Revenue Attainment-Earning the amount of revenue budgeted. • Cost Containment- Not spending more than is budgeted in the expense budget. • Revenue Enhancement- finding new sources of revenue. • Cost Avoidance- finding ways to operate an organization that eliminate certain classes of costs. ‫تادار‬ ‫ي‬ ‫إلا‬ ‫غ‬ ‫ل‬ ‫ب‬ ‫م‬ ‫ب‬ ‫س‬ ‫ك‬ - ‫لي‬ ‫ص‬ ‫ح‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫ادار‬ ‫ي‬ ‫إ‬ • . ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫يف‬ ‫ي‬ ‫ف‬ ‫و‬ ‫ه‬ ‫ام‬ ‫م‬ ‫ر‬ ‫ث‬ ‫كأ‬ ‫قف‬ ‫ن‬ ‫ت‬ ‫ال‬ - ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ء‬ ‫اوتحا‬ • . ‫ب‬ ‫ا‬ ‫سح‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ةديد‬ ‫ج‬ ‫رداصم‬ ‫داجي‬ ‫إ‬ - ‫ت‬ ‫ادار‬ ‫ي‬ ‫إلا‬ ‫ز‬ ‫ي‬ ‫زعت‬ • .‫لخدلل‬ ‫ل‬ ‫ي‬ ‫غش‬ ‫ت‬ ‫ل‬ ‫ق‬ ‫ر‬ ‫ط‬ ‫داجي‬ ‫إ‬ - ‫بن‬ ‫جت‬ ‫ة‬ ‫فل‬ ‫كت‬ ‫ال‬ • ‫ن‬ ‫م‬ ‫ة‬ ‫ني‬ ‫عم‬ ‫ت‬ ‫ا‬ ‫ئ‬ ‫ف‬ ‫ىل‬ ‫ع‬ ‫ي‬ ‫ضق‬ ‫ت‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫س‬ ‫سؤم‬ ‫ال‬ . ‫ال‬‫ت‬ ‫ك‬‫يال‬ ‫ف‬ Other Financial Measures ‫ى‬ ‫ر‬ ‫خألا‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫مال‬ ‫ر‬ ‫يب‬ ‫اد‬ ‫ت‬ ‫ال‬ Compensation Systems : • Salary Based Compensation System • At Risk Compensation System • Mixed Compensation System Compensation System Design : ‫ض‬ ‫ي‬ ‫وع‬ ‫ت‬ ‫ال‬ ‫ةمظنأ‬ ‫ت‬ ‫اضيوع‬ ‫ت‬ ‫ال‬ ‫م‬ ‫ا‬ ‫ظن‬ ‫ءا‬ ‫نب‬ ‫و‬ ‫ب‬ ‫ت‬ ‫ارال‬ • ‫ر‬ ‫ط‬ ‫اخ‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ضيوع‬ ‫ت‬ ‫ال‬ ‫ماظن‬ ‫ي‬ ‫ف‬ • ‫ط‬ ‫ل‬ ‫ت‬ ‫خم‬ ‫ض‬ ‫ي‬ ‫وع‬ ‫ت‬ ‫ال‬ ‫ماظن‬ • ‫ت‬ ‫اضيوع‬ ‫ت‬ ‫ال‬ ‫ماظن‬ ‫م‬ ‫ي‬ ‫مصت‬ Summary • Decentralization a growing trend • Advantages and disadvantages to decentralization • Responsibilities centers include: service, cost, profit and investment • Variances must be tracked and cause determined • Compensation systems must be reviewed ‫د‬ ‫ي‬ ‫از‬ ‫ت‬ ‫م‬ ‫ه‬ ‫اجت‬ ‫ا‬ ‫ة‬ ‫ي‬ ‫زكر‬ ‫م‬ ‫ال‬ ‫ال‬ • ‫ةي‬ ‫زكر‬ ‫م‬ ‫ال‬ ‫ال‬ ‫ب‬ ‫وي‬ ‫ع‬ ‫و‬ ‫ا‬ ‫ي‬ ‫ازم‬ • ‫ة‬ ‫فل‬ ‫كت‬ ‫ال‬ ‫و‬ ‫ة‬ ‫مدخ‬ ‫ال‬ : ‫ت‬ ‫ا‬ ‫ي‬ ‫لوؤ‬ ‫س‬ ‫م‬ ‫ال‬ ‫ز‬ ‫ك‬ ‫ارم‬ ‫لمشت‬ • ‫ر‬ ‫ام‬ ‫ثت‬ ‫سالاو‬ ‫ح‬ ‫ب‬ ‫رالو‬ ‫د‬ ‫ي‬ ‫دح‬ ‫ت‬ ‫ب‬ ‫ب‬ ‫سو‬ ‫ق‬ ‫ورفال‬ ‫ع‬ ‫بت‬ ‫ت‬ ‫ن‬ ‫أ‬ ‫ب‬ ‫جي‬ • ‫ض‬ ‫ي‬ ‫وع‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫م‬ ‫ظ‬ ‫ن‬ ‫أ‬ ‫ة‬ ‫ع‬ ‫جارم‬ ‫ب‬ ‫جي‬ •
2 ‫نم‬1 ‫ةحفصال‬ Ch 12 Provider Cost Finding Methods ‫قئ‬ ‫اقح‬ ‫ال‬ ‫ةفل‬ ‫كت‬ ‫ال‬ ‫ق‬ ‫ر‬ ‫ط‬ ‫دوزم‬ Learning Objectives • Identify three methods to estimate costs • Calculate costs using a step down method • Calculate costs using an activity based method • Understand the major advantages and disadvantages of activity based costing ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫دق‬ ‫ت‬ ‫ل‬ ‫ق‬ ‫ر‬ ‫ط‬ ‫ثال‬ ‫ث‬ ‫د‬ ‫ي‬ ‫دح‬ ‫ت‬ • ‫ةق‬ ‫ي‬ ‫رط‬ ‫يحن‬ ‫ت‬ ‫ال‬ ‫مادخ‬ ‫ت‬ ‫ساب‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ • ‫ط‬ ‫ا‬ ‫ش‬ ‫ن‬ ‫ال‬ ‫س‬ ‫اس‬ ‫أ‬ ‫ب‬ ‫و‬ ‫لسأ‬ ‫مادخ‬ ‫ت‬ ‫ساب‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ • ‫لع‬‫ى‬ ‫ال‬ ‫ت‬ ‫ك‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫نم‬ ‫ك‬ ‫ب‬ ‫ي‬ ‫ر‬ ‫ة‬ ‫بويعو‬ ‫ايازم‬ ‫مهف‬ • ‫ط‬ ‫ا‬ ‫ش‬ ‫نال‬ ‫س‬ ‫اسأ‬ 1-Cost to Charge Ratio (CCR) ( ‫ة‬ ‫بس‬ ‫ن‬ ‫ما‬ ‫ه‬ ‫ت‬ ‫الا‬ ‫ه‬ ‫ي‬ ‫جو‬ ‫ت‬ ‫ل‬ ‫ةفل‬ ‫كت‬ ‫ال‬ ‫ث‬ ‫ي‬ ‫ح‬ ‫نم‬ 1CCR) • Common method used by dentists and physicians • An assumed relationship of cost to charges usually determined by industry norms or special studies. • An advantage of this approach is simplicity. • Disadvantages: -Though the ratio used may be typical for the industry , it may not apply as well to any particular organization. -CCR may be inaccurate. ‫نا‬ ‫ن‬ ‫سألا‬ ‫ءا‬ ‫بط‬ ‫أ‬ ‫اه‬ ‫مدخ‬ ‫ت‬ ‫سي‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ك‬ ‫ر‬ ‫ت‬ ‫شمال‬ ‫ةق‬ ‫ي‬ ‫رط‬ • ‫ءابطألاو‬ ‫نم‬ ‫ةداع‬ ‫ددحت‬ ‫موسر‬ ‫ت‬ ‫ك‬ ‫ل‬ ‫ف‬ ‫ة‬ ‫فمال‬‫ت‬‫ر‬‫ةض‬ ‫ةقالعال‬ ‫نإ‬ • . ‫ة‬ ‫صا‬ ‫خ‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ساردال‬ ‫وأ‬ ‫ة‬ ‫عا‬ ‫ن‬ ‫صال‬ ‫دع‬ ‫اوق‬ ‫ل‬ ‫ب‬ ‫ق‬ . ‫ةط‬ ‫اسبال‬ ‫و‬ ‫ه‬ ‫ج‬ ‫ه‬ ‫ن‬ ‫ال‬ ‫اذه‬ ‫ا‬ ‫ي‬ ‫ازم‬ ‫ن‬ ‫مو‬ • : ‫ب‬ ‫وي‬ ‫ع‬ ‫ال‬ • ‫نوك‬ ‫ت‬ ‫د‬ ‫ق‬ ‫ةمدخ‬ ‫ت‬ ‫سمال‬ ‫ة‬ ‫ب‬ ‫سن‬ ‫ن‬ ‫أ‬ ‫ن‬ ‫م‬ ‫مغ‬ ‫رال‬ ‫ىل‬ ‫ع‬ - ‫ك‬ ‫لذك‬ ‫ق‬ ‫ب‬ ‫ط‬ ‫ن‬ ‫ت‬ ‫ال‬ ‫د‬ ‫ق‬ ‫ه‬ ‫ن‬ ‫إ‬ ‫ف‬ ، ‫ة‬ ‫عا‬ ‫ن‬ ‫صال‬ ‫هذه‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫جذومن‬ . ‫ا‬ ‫ه‬ ‫ني‬ ‫عب‬ ‫ةمظنم‬ ‫يأ‬ ‫ىلع‬ -CCR. ‫ةق‬ ‫ي‬ ‫قد‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫نوك‬ ‫ت‬ ‫دق‬ 2-Step Down Method ‫ة‬ ‫ق‬ ‫ي‬ ‫رط‬ ‫ال‬ ‫ىحن‬ ‫ت‬ 2 • A cost finding method based on allocating costs that are not directly paid for (indirect costs) to products or services that are directly paid for(direct costs) There are four steps in allocating indirect costs to services for which payment is attached: • Determine an allocation base and compile basic statistics. • Convert basic statistics for the step-down approach. • Calculate allocation percentages. •Allocate costs from each support center to each of the centers below it (thus the down in step-down ). • Fully allocated cost-Cost of a cost object that includes both its direct costs and all other costs allocated ‫ص‬ ‫ي‬ ‫ص‬ ‫خت‬ ‫س‬ ‫ا‬ ‫سأ‬ ‫ىل‬ ‫ع‬ ‫ةفل‬ ‫كت‬ ‫ال‬ ‫ف‬ ‫ا‬ ‫ش‬ ‫ت‬ ‫كال‬ ‫ا‬ ‫ةق‬ ‫ي‬ ‫رط‬ • ‫ر‬ ‫ي‬ ‫غ‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ( ‫ل‬ ‫ةرشاب‬ ‫م‬ ‫ع‬ ‫ف‬ ‫د‬ ‫ت‬ ‫ال‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫اهعف‬ ‫د‬ ‫م‬ ‫ت‬ ‫ي‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫مدخال‬ ‫و‬ ‫أ‬ ‫ت‬ ‫اجت‬ ‫ن‬ ‫م‬ ‫ىإل‬ ) ‫ةرشا‬ ‫ب‬ ‫م‬ ‫ال‬ ) ‫ة‬ ‫رشا‬ ‫ب‬ ‫م‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ( ‫لل‬ ‫ةرشاب‬ ‫م‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ص‬ ‫ي‬ ‫ص‬ ‫خت‬ ‫ي‬ ‫ف‬ ‫تاو‬ ‫ط‬ ‫خ‬ ‫ع‬ ‫ب‬ ‫رأ‬ ‫كا‬ ‫ن‬ ‫ه‬ : ‫فد‬‫ع‬ ‫إ‬‫ر‬‫قاف‬ ‫ي‬ ‫ت‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ي‬ ‫تامدخال‬ ‫لع‬‫ى‬ ‫ابمال‬‫ش‬‫ةر‬ ‫تاءاصحإلا‬ ‫عي‬ ‫مج‬ ‫ت‬ ‫و‬ ‫ع‬ ‫ي‬ ‫زوت‬ ‫ةد‬ ‫ع‬ ‫ا‬ ‫ق‬ ‫د‬ ‫ي‬ ‫دح‬ ‫ت‬ • .‫ا‬‫أل‬‫ةيساس‬ . ‫ىح‬ ‫ن‬ ‫ت‬ ‫ج‬ ‫ه‬ ‫ن‬ ‫ل‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫ساسألا‬ ‫ت‬ ‫اءاص‬ ‫ح‬ ‫إلا‬ ‫ل‬ ‫ي‬ ‫و‬ ‫حت‬ • . ‫ص‬ ‫ي‬ ‫ص‬ ‫خت‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫وئ‬ ‫م‬ ‫ال‬ ‫ب‬ ‫سن‬ ‫ال‬ ‫ب‬ ‫اس‬ ‫ح‬ • ‫لك‬ ‫ىإل‬ ‫م‬ ‫ع‬ ‫دال‬ ‫زكرم‬ ‫لك‬ ‫ن‬ ‫م‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ص‬ ‫ي‬ ‫ص‬ ‫خت‬ • ‫ة‬ ‫و‬ ‫ط‬ ‫خ‬ ‫ي‬ ‫ف‬ ‫اه‬ ‫ي‬ ‫لع‬ ‫يال‬ ‫ت‬ ‫ال‬ ‫ب‬ ‫و‬ ( ‫اه‬ ‫ت‬ ‫حت‬ ‫ز‬ ‫ك‬ ‫ارم‬ ‫ن‬ ‫م‬ .)‫لفسأل‬ ‫ن‬ ‫ئ‬ ‫ا‬ ‫ك‬ ‫ةفل‬ ‫ك‬ ‫ت‬ ‫ةفل‬ ‫كت‬ ‫ال‬ ‫ث‬ ‫ي‬ ‫ح‬ ‫نم‬ ‫امام‬ ‫ت‬ ‫ص‬ ‫ي‬ ‫ص‬ ‫خ‬ ‫ت‬ • ‫ابمال‬‫ش‬‫ةر‬ ‫ال‬ ‫ت‬ ‫ك‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫نم‬ ‫الك‬ ‫لمشت‬ ‫ال‬ ‫ت‬ ‫ي‬ ‫ال‬ ‫ت‬ ‫ك‬ ‫ل‬ ‫ف‬ ‫ة‬ ‫ة‬ ‫ص‬ ‫ص‬ ‫خ‬ ‫م‬ ‫ال‬ ‫ىر‬ ‫خألا‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫عي‬ ‫مجو‬ • Cost allocation is the process of identifying, aggregating, and assigning costs to cost object. • A cost object is any activity or item for which you want to separately measure costs. Examples of cost objects are a product, a research project, a customer, a sales region, and a department. • . Examples of cost allocation a company might allocate or assign the cost of an expensive computer system to the three main areas of the company that use the system. ، ‫ع‬ ‫ي‬ ‫مج‬ ‫ت‬ ‫و‬ ‫ديدح‬ ‫ت‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫م‬ ‫ع‬ ‫ي‬ ‫ه‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫عي‬ ‫زوت‬ • . ‫ن‬ ‫ئ‬ ‫اكال‬ ‫ةفل‬ ‫ك‬ ‫ت‬ ‫ىإل‬ ‫فيال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ص‬ ‫ي‬ ‫ص‬ ‫خ‬ ‫ت‬ ‫و‬ ‫د‬ ‫ي‬ ‫رت‬ ‫ي‬ ‫ذال‬ ‫ر‬ ‫صن‬ ‫ع‬ ‫ال‬ ‫و‬ ‫أ‬ ‫ط‬ ‫اش‬ ‫ن‬ ‫يأ‬ ‫ةفل‬ ‫كت‬ ‫ال‬ ‫نئ‬ ‫ا‬ ‫ك‬ • ‫يه‬ ‫ال‬ ‫ت‬ ‫ك‬ ‫ل‬ ‫ف‬ ‫ة‬ ‫ال‬ ‫ك‬ ‫ا‬ ‫ئ‬ ‫ن‬ ‫ا‬ ‫ت‬ ‫أ‬‫م‬‫لث‬‫ة‬ . ‫تال‬‫ك‬‫يال‬‫ف‬ ‫ةدح‬ ‫يق‬‫ا‬‫س‬ ، ‫ت‬ ‫اع‬ ‫يب‬ ‫م‬ ‫ال‬ ‫ةقطنم‬ ، ‫ءال‬ ‫م‬ ‫ع‬ ‫ال‬ ، ‫ي‬ ‫ث‬ ‫حب‬ ‫عورشم‬ ، ‫جا‬ ‫ت‬ ‫ن‬ .‫مسقو‬ ‫و‬ ‫أ‬ ‫ص‬ ‫ص‬ ‫خ‬ ‫ت‬ ‫د‬ ‫ق‬ ‫ة‬ ‫كر‬ ‫ش‬ ‫ةفل‬ ‫كت‬ ‫ال‬ ‫عي‬ ‫زوتل‬ ‫ةل‬ ‫ث‬ ‫مأ‬ .• ‫ىإل‬ ‫ن‬ ‫م‬ ‫ث‬ ‫ال‬ ‫ةظ‬ ‫ه‬ ‫ا‬ ‫ب‬ ‫ر‬ ‫ت‬ ‫وي‬ ‫ب‬ ‫م‬ ‫ك‬ ‫ال‬ ‫ماظن‬ ‫ةفلكت‬ ‫ن‬ ‫ع‬ ‫لزا‬ ‫نت‬ ‫ال‬ ‫ت‬ ‫س‬ ‫ت‬ ‫خ‬ ‫د‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ي‬ ‫لل‬‫ش‬‫ةكر‬ ‫ثال‬‫ال‬‫ث‬‫ة‬ ‫ال‬ ‫ر‬ ‫ئ‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ة‬ ‫تالاجمال‬ .‫ماظن‬
2 ‫نم‬2 ‫ةحفصال‬ Ch 12 • An allocation base is a statistic used to allocate costs because it is related to why the costs occurred. (e.g., square feet, number of full-time employees). • An allocation bases are also called cost drivers. • The step-down method is useful for pricing and reimbursement-related decisions but • is less useful for controlling costs. There are other methods, including activity-based costing, that are better for cost control. ‫ةمدختسمال‬ ‫ا‬‫إل‬‫اصح‬‫ئ‬‫ةي‬ ‫يه‬ ‫ال‬ ‫ت‬ ‫خ‬ ‫ص‬ ‫ي‬ ‫ص‬ ‫ةدعاقو‬ • ‫ب‬ ‫ب‬ ‫س‬ ‫ىإل‬ ‫ةلص‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ذ‬ ‫اه‬ ‫ن‬ ‫أل‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ص‬ ‫ي‬ ‫ص‬ ‫خت‬ ‫يف‬ ، ‫ع‬ ‫ب‬ ‫رم‬ ‫مد‬ ‫ق‬ ، ‫ال‬ ‫ث‬ ‫م‬ ‫ال‬ ‫ل‬ ‫يب‬ ‫س‬ ‫ىلع‬ ( . ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ث‬ ‫ودح‬ .) ‫ل‬ ‫م‬ ‫ا‬ ‫ك‬ ‫ماود‬ ‫ب‬ ‫ني‬ ‫فظ‬ ‫و‬ ‫م‬ ‫ال‬ ‫دد‬ ‫ع‬ ‫و‬ ‫ةفل‬ ‫ك‬ ‫ت‬ ‫اضي‬ ‫أ‬ ‫ص‬ ‫ي‬ ‫ص‬ ‫خت‬ ‫ال‬ ‫د‬ ‫ع‬ ‫اوق‬ ‫ىل‬ ‫ع‬ ‫قلط‬ ‫ي‬ ‫و‬ • . ‫ال‬‫اس‬‫ئ‬ ‫ق‬‫ي‬ ‫ن‬ ‫ت‬ ‫ا‬ ‫ذ‬ ‫تارار‬ ‫ق‬ ‫ال‬ ‫و‬ ‫ري‬ ‫ع‬ ‫س‬ ‫تل‬ ‫ل‬ ‫د‬ ‫ي‬ ‫فم‬ ‫و‬ ‫ه‬ ‫ىح‬ ‫ن‬ ‫ت‬ ‫ةق‬ ‫ي‬ ‫رط‬ • ‫ىل‬ ‫ع‬ ‫ة‬ ‫ر‬ ‫ط‬ ‫ي‬ ‫سلل‬ ‫ةدئا‬ ‫ف‬ ‫ل‬ ‫ق‬ ‫أ‬ ‫ن‬ ‫ك‬ ‫ل‬ ‫و‬ ‫داد‬ ‫س‬ ‫ال‬ ‫ةلصال‬ ‫كل‬ ‫ذ‬ ‫ي‬ ‫ف‬ ‫ام‬ ‫ب‬ ، ‫ىرخأ‬ ‫قرط‬ ‫كا‬ ‫ن‬ ‫ه‬ ‫و‬ . ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ل‬ ‫ض‬ ‫فأ‬ ‫ي‬ ‫ه‬ ‫ي‬ ‫ت‬ ‫ال‬ ، ‫ط‬ ‫ا‬ ‫ش‬ ‫نال‬ ‫س‬ ‫اس‬ ‫أ‬ ‫ىل‬ ‫ع‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ . ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫ب‬ ‫قار‬ ‫م‬ ‫ل‬ • Cost allocation . Use the information in Exhibit 12.11 to answer this question. • Louis Clark, the new administrator for the surgical clinic, was trying to figure out how to allocate his indirect expenses. His staff were complaining that the current method of taking a percentage of revenues was unfair. He decided to try to allocate utilities expense based on square footage for each department, to allocate administration expense based on direct costs, and to allocate laboratory expense based on tests. What would the results be? ‫ي‬ ‫ف‬ ‫ت‬ ‫امولعمال‬ ‫مادخ‬ ‫ت‬ ‫سا‬ . ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫عي‬ ‫زوت‬ • . ‫الؤس‬ ‫ال‬ ‫اذه‬ ‫ىل‬ ‫ع‬ ‫ة‬ ‫ب‬ ‫اجإل‬ ‫ا‬ 12.11 ‫ضرعم‬ ، ‫ة‬ ‫ي‬ ‫حارج‬ ‫ةدا‬ ‫ي‬ ‫ع‬ ‫ل‬ ‫ل‬ ‫د‬ ‫ي‬ ‫دج‬ ‫ال‬ ‫ل‬ ‫و‬ ‫ؤ‬ ‫سمال‬ ، ‫ك‬ ‫رال‬ ‫ك‬ ‫سيو‬ ‫ل‬ • ‫ر‬ ‫ي‬ ‫غ‬ ‫ه‬ ‫ت‬ ‫اق‬ ‫ف‬ ‫ن‬ ‫ص‬ ‫ي‬ ‫ص‬ ‫خت‬ ‫ة‬ ‫ي‬ ‫ف‬ ‫ي‬ ‫ك‬ ‫ة‬ ‫ف‬ ‫رعم‬ ‫ل‬ ‫وا‬ ‫حي‬ ‫ناك‬ ‫ة‬ ‫ي‬ ‫الحال‬ ‫ة‬ ‫ق‬ ‫ي‬ ‫رط‬ ‫ال‬ ‫ن‬ ‫م‬ ‫وكش‬ ‫ت‬ ‫ه‬ ‫ي‬ ‫فظ‬ ‫و‬ ‫م‬ ‫و‬ . ‫ةرشا‬ ‫ب‬ ‫م‬ ‫ال‬ ‫ررق‬ . ‫ل‬ ‫دا‬ ‫ع‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫نا‬ ‫ك‬ ‫تاد‬ ‫ئ‬ ‫ا‬ ‫ع‬ ‫ن‬ ‫م‬ ‫ةيو‬ ‫ئ‬ ‫م‬ ‫ةبسن‬ ‫ذخأل‬ ‫ت‬ ‫ا‬ ‫طقل‬ ‫ادا‬ ‫نت‬ ‫سا‬ ‫ق‬ ‫ف‬ ‫ا‬ ‫رم‬ ‫ال‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫ص‬ ‫ي‬ ‫ص‬ ‫خ‬ ‫ت‬ ‫ةلواحمل‬ ‫ى‬ ‫لع‬ ‫ةرادإل‬ ‫ا‬ ‫ب‬ ‫ا‬ ‫سح‬ ‫ص‬ ‫ي‬ ‫ص‬ ‫خت‬ ‫ىإل‬ ، ‫مسق‬ ‫لكل‬ ‫ع‬ ‫ب‬ ‫رم‬ ‫ب‬ ‫ا‬ ‫سح‬ ‫ص‬ ‫ي‬ ‫ص‬ ‫خت‬ ‫و‬ ، ‫ةرشا‬ ‫ب‬ ‫م‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫س‬ ‫اسأ‬ ‫نال‬‫ت‬‫ا‬‫ئ‬‫ج‬‫؟‬ ‫تس‬ ‫ك‬‫نو‬ ‫اذام‬ . ‫ابتخالل‬‫ر‬‫ا‬‫ت‬ ‫ا‬‫س‬‫ت‬‫ن‬‫ا‬‫د‬‫ا‬ ، ‫تخمال‬‫ب‬‫ر‬ 3-Activity Based Costing (ABC) ( ‫ط‬ ‫اشنال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ة‬ ‫ب‬ ‫ساح‬ ‫م‬ -3ABC) • A method of estimating the costs of a service or product by measuring the costs of the activities it takes to produce that service or product. • ABC is called Bottom up approach because It finds the cost of each service at the lowest level, the point at which resources are used and aggregates them upward into products. • Traditional cost allocation is called a Top-down approach because it begins with all costs and allocates them downward into various services for which payment will be received. ‫قيرط‬ ‫نع‬ ‫نم‬ ‫ت‬ ‫ج‬ ‫وأ‬ ‫ةمدخ‬ ‫ت‬ ‫ك‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ل‬ ‫ت‬ ‫ق‬ ‫د‬ ‫ي‬ ‫ر‬ ‫ةقيرط‬ • ‫ة‬ ‫مدخال‬ ‫ك‬ ‫لت‬ ‫ج‬ ‫ا‬ ‫تن‬ ‫إل‬ ‫مزلي‬ ‫ا‬ ‫م‬ ‫ةط‬ ‫شن‬ ‫ألا‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫س‬ ‫ا‬ ‫ي‬ ‫ق‬ . ‫ج‬ ‫تن‬ ‫م‬ ‫ال‬ ‫وأ‬ ‫ىم‬ ‫سي‬ •ABC ‫ا‬ ‫ه‬ ‫دجي‬ ‫ل‬ ‫ى‬ ‫ل‬ ‫ع‬ ‫أ‬ ‫ىإل‬ ‫لفس‬ ‫أ‬ ‫نم‬ ‫ج‬ ‫هن‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ةطق‬ ‫ن‬ ‫ال‬ ‫و‬ ، ‫ى‬ ‫وت‬ ‫سم‬ ‫ى‬ ‫ن‬ ‫د‬ ‫أ‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫م‬ ‫د‬ ‫خ‬ ‫ل‬ ‫ك‬ ‫ةفلكت‬ . ‫ت‬ ‫اجت‬ ‫ن‬ ‫م‬ ‫ى‬ ‫إل‬ ‫ادو‬ ‫ع‬ ‫ص‬ ‫مهل‬ ‫ع‬ ‫مج‬ ‫ي‬ ‫و‬ ‫درا‬ ‫وم‬ ‫ال‬ ‫مدخ‬ ‫ت‬ ‫ست‬ ‫ىل‬ ‫ع‬ ‫أ‬ ‫ن‬ ‫م‬ ‫ج‬ ‫ه‬ ‫ن‬ ‫ة‬ ‫ي‬ ‫د‬ ‫ي‬ ‫لق‬ ‫ت‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫عي‬ ‫ز‬ ‫و‬ ‫ت‬ • ‫قلط‬ ‫ي‬ ‫و‬ ‫صص‬ ‫خي‬ ‫و‬ ‫في‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫عي‬ ‫م‬ ‫ج‬ ‫ع‬ ‫م‬ ‫أد‬ ‫ب‬ ‫ي‬ ‫ه‬ ‫ن‬ ‫أل‬ ‫لفسأ‬ ‫ى‬ ‫إل‬ ‫م‬ ‫ت‬ ‫ي‬ ‫ف‬ ‫و‬ ‫س‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫امدخ‬ ‫ال‬ ‫فل‬ ‫ت‬ ‫خم‬ ‫ىإل‬ ‫الوزن‬ ‫م‬ ‫ه‬ ‫ل‬ ‫ة‬ ‫عفدال‬ ‫مال‬ ‫ت‬ ‫سا‬ Cost Terminology ‫ة‬ ‫فل‬ ‫كت‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫حل‬ ‫ط‬ ‫صمال‬ • Direct Costs-Costs that an organization can trace to a cost object • Indirect costs-Costs that cannot be traced to a particular cost object • Cost Driver- Things that cause a change in the cost of an activity ‫ةمظن‬ ‫م‬ ‫ل‬ ‫ل‬ ‫ن‬ ‫كمي‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ةرشاب‬ ‫م‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ • ‫ة‬ ‫فل‬ ‫كت‬ ‫ال‬ ‫نئ‬ ‫ا‬ ‫ك‬ ‫ىإل‬ ‫عبت‬ ‫ت‬ ‫ن‬ ‫أ‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ ‫ال‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ةرشاب‬ ‫م‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ • ‫ن‬ ‫ي‬ ‫عم‬ ‫ةفل‬ ‫ك‬ ‫ت‬ ‫ن‬ ‫ئ‬ ‫ا‬ ‫ك‬ ‫ىإل‬ ‫ىزعت‬ ‫ي‬ ‫ف‬ ‫اري‬ ‫ي‬ ‫غت‬ ‫ث‬ ‫دح‬ ‫ت‬ ‫ن‬ ‫أ‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ ‫ءا‬ ‫ي‬ ‫شأ‬ - ‫ةفل‬ ‫كت‬ ‫ال‬ ‫ق‬ ‫ئ‬ ‫ا‬ ‫س‬ • ‫ط‬ ‫اشنال‬ ‫ةفل‬ ‫ك‬ ‫ت‬ Summary • Must be able to measure costs accurately • 3 approaches • Cost to Charge Ratio (CCR) • Step Down Method • Activity Based Costing ‫ة‬ ‫ق‬ ‫د‬ ‫ب‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫س‬ ‫ا‬ ‫ي‬ ‫ق‬ ‫ىل‬ ‫ع‬ ‫ة‬ ‫رداق‬ ‫نوك‬ ‫ت‬ ‫ن‬ ‫أ‬ ‫ب‬ ‫جي‬ • ‫ج‬ ‫ه‬ ‫ن‬ ‫ال‬ 3 • ( ‫ة‬ ‫ب‬ ‫سن‬ ‫ما‬ ‫ه‬ ‫ت‬ ‫الا‬ ‫ه‬ ‫ي‬ ‫ج‬ ‫وت‬ ‫ل‬ ‫ةفل‬ ‫كت‬ ‫ال‬ •CCR) ‫ة‬ ‫ق‬ ‫ي‬ ‫ر‬ ‫ط‬ ‫ال‬ ‫ىحن‬ ‫ت‬ • ‫ط‬ ‫اشنال‬ ‫س‬ ‫اس‬ ‫أ‬ ‫ىل‬ ‫ع‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫دق‬ ‫ت‬ •
HCM 213- CH13 Provider Payment Systems ‫م‬ ‫دق‬ ‫م‬ ‫عف‬ ‫دال‬ ‫ة‬ ‫م‬ ‫ظ‬ ‫ن‬ ‫أ‬ Learning Objectives • Identify the history, theory and characteristics of the major types of payment systems • Identify the tactics payors and providers use to reduce their financial risk • Determine the cost per member per month for specific procedures • Understand the new wave of innovations in health care payment systems ‫ص‬ ‫ئ‬ ‫اص‬ ‫خ‬ ‫و‬ ‫ة‬ ‫ي‬ ‫رظن‬ ، ‫خ‬ ‫ي‬ ‫را‬ ‫ت‬ ‫ال‬ ‫ىل‬ ‫ع‬ ‫فرع‬ ‫ت‬ ‫ال‬ • ‫ع‬ ‫ف‬ ‫د‬ ‫ال‬ ‫ةمظنأ‬ ‫ن‬ ‫م‬ ‫ةيس‬ ‫يئ‬ ‫ر‬ ‫عاونأ‬ ‫ي‬ ‫م‬ ‫دق‬ ‫م‬ ‫و‬ ‫يعف‬ ‫ا‬ ‫د‬ ‫ب‬ ‫ي‬ ‫الس‬ ‫أ‬ ‫ىل‬ ‫ع‬ ‫فرع‬ ‫ت‬ ‫ال‬ • ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫رط‬ ‫ا‬ ‫خمال‬ ‫ن‬ ‫م‬ ‫دحل‬ ‫ل‬ ‫مادخ‬ ‫ت‬ ‫سا‬ ‫ت‬ ‫اءارجإل‬ ‫ا‬ ‫ي‬ ‫رهش‬ ‫و‬ ‫ضع‬ ‫لكل‬ ‫ةفل‬ ‫كت‬ ‫ال‬ ‫د‬ ‫ي‬ ‫دح‬ ‫ت‬ • ‫ةددحم‬ ‫ي‬ ‫ف‬ ‫ت‬ ‫ارا‬ ‫ك‬ ‫تب‬ ‫الا‬ ‫ن‬ ‫م‬ ‫ةد‬ ‫ي‬ ‫دجال‬ ‫ة‬ ‫ج‬ ‫ومال‬ ‫م‬ ‫ه‬ ‫ف‬ • ‫ةي‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫ر‬ ‫ال‬ ‫ع‬ ‫ف‬ ‫دال‬ ‫ةمظنأ‬ Payor ‫ادال‬‫ف‬‫ع‬ Payor: An entity responsible for paying for the services of a health care provider  It can be an insurance company  It can be a governmental agency  It can be self-funded insurance through an employer • Term payor can be interchanged with payer in the health care filed. :‫ادال‬‫ف‬‫ع‬ ‫ى‬ ‫لع‬ ‫ل‬ ‫و‬ ‫ص‬ ‫ح‬ ‫ل‬ ‫ل‬ ‫ع‬ ‫فد‬ ‫ن‬ ‫ع‬ ‫ل‬ ‫و‬ ‫ؤ‬ ‫سم‬ ‫ن‬ ‫ا‬ ‫ي‬ ‫ك‬ ‫ةي‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫ر‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫ف‬ ‫و‬ ‫ت‬ ‫تامدخ‬  ‫ن‬ ‫ي‬ ‫م‬ ‫أ‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫اك‬ ‫رش‬ ‫ى‬ ‫دح‬ ‫إ‬ ‫نوكت‬ ‫ن‬ ‫أ‬ ‫ن‬ ‫ك‬ ‫مي‬ ‫و‬  ‫ةي‬ ‫موك‬ ‫ح‬ ‫ةال‬ ‫ك‬ ‫و‬ ‫نوكت‬ ‫ن‬ ‫أ‬ ‫ن‬ ‫ك‬ ‫مي‬ ‫و‬  ‫ل‬ ‫ي‬ ‫و‬ ‫م‬ ‫ت‬ ‫ال‬ ‫ىل‬ ‫ع‬ ‫ن‬ ‫ي‬ ‫م‬ ‫أ‬ ‫ت‬ ‫ال‬ ‫ن‬ ‫وك‬ ‫ي‬ ‫ن‬ ‫أ‬ ‫ن‬ ‫ك‬ ‫مي‬ ‫و‬ ‫ل‬ ‫م‬ ‫ع‬ ‫ال‬ ‫ب‬ ‫ح‬ ‫ا‬ ‫ص‬ ‫ل‬ ‫ال‬ ‫خ‬ ‫نم‬ ‫ي‬ ‫ت‬ ‫اذال‬ ‫عم‬ ‫لجألا‬ ‫ادال‬‫ف‬‫ع‬ ‫تم‬‫ب‬‫ا‬‫د‬‫ل‬ ‫نوكي‬ ‫نأ‬ ‫نكمي‬ • . ‫ةمد‬ ‫ق‬ ‫م‬ ‫ال‬ ‫ةي‬ ‫حص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ي‬ ‫ف‬ ‫عفاد‬ Evolution of Payment System ‫ع‬ ‫ف‬ ‫د‬ ‫ال‬ ‫ماظن‬ ‫روطت‬ From 1929-1960: The health care payment system was largely a combination of charge-based payment , fee-for-service , and employer-based indemnity insurance . Even when an employer paid for all or a portion of the services, the provider was the price setter. • Fee for service: A method of reimbursement based on payment for services rendered, with a specific fee correlated with each specific service. An insurance company, the patient, or a governmental program such as Medicare or Medicaid may make the payments. :9191-9191 ‫ن‬ ‫م‬ ‫د‬ ‫ح‬ ‫ى‬ ‫إل‬ ‫ة‬ ‫ي‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ع‬ ‫ف‬ ‫دال‬ ‫ماظن‬ ‫ن‬ ‫اك‬ ‫ىإل‬ ‫ةد‬ ‫نت‬ ‫سمال‬ ، ‫ع‬ ‫فد‬ ‫ةم‬ ‫ه‬ ‫ت‬ ‫م‬ ‫ئ‬ ‫ا‬ ‫قال‬ ‫ن‬ ‫م‬ ‫جي‬ ‫زم‬ ‫ر‬ ‫يب‬ ‫ك‬ ، ‫ةمد‬ ‫خ‬ ‫ال‬ ‫ل‬ ‫ب‬ ‫اق‬ ‫م‬ ‫مو‬ ‫س‬ ‫ر‬ ‫لم‬ ‫ع‬ ‫ال‬ ‫ب‬ ‫حاص‬ ‫ب‬ ‫حاص‬ ‫ع‬ ‫ف‬ ‫د‬ ‫ي‬ ‫امد‬ ‫ن‬ ‫ع‬ ‫ى‬ ‫ت‬ ‫ح‬ . ‫ن‬ ‫ي‬ ‫م‬ ‫أ‬ ‫ت‬ ‫ال‬ ‫ض‬ ‫ي‬ ‫وع‬ ‫ت‬ ‫و‬ ‫ناك‬ ‫و‬ ، ‫ت‬ ‫امدخال‬ ‫نم‬ ‫ء‬ ‫ز‬ ‫ج‬ ‫وأ‬ ‫عي‬ ‫مجل‬ ‫ل‬ ‫لم‬ ‫ع‬ ‫ال‬ . ‫رعسال‬ ‫ع‬ ‫ضا‬ ‫و‬ ‫مد‬ ‫ق‬ ‫م‬ ‫س‬ ‫اس‬ ‫أ‬ ‫ىل‬ ‫ع‬ ‫دادسال‬ ‫ة‬ ‫ق‬ ‫ي‬ ‫رط‬ : ‫ة‬ ‫مد‬ ‫خ‬ ‫ال‬ ‫موسر‬ • ‫ن‬ ‫ي‬ ‫عم‬ ‫مسر‬ ‫ع‬ ‫م‬ ، ‫ةمد‬ ‫ق‬ ‫م‬ ‫ال‬ ‫ت‬ ‫امدخال‬ ‫ل‬ ‫ب‬ ‫اق‬ ‫م‬ ‫ع‬ ‫ف‬ ‫دال‬ ‫ة‬ ‫ك‬ ‫رش‬ . ‫ة‬ ‫ني‬ ‫عم‬ ‫ة‬ ‫م‬ ‫د‬ ‫خ‬ ‫ل‬ ‫ك‬ ‫ع‬ ‫م‬ ‫ة‬ ‫ط‬ ‫ب‬ ‫ار‬ ‫ت‬ ‫م‬ ‫ال‬ ‫ل‬ ‫ث‬ ‫م‬ ‫ي‬ ‫م‬ ‫و‬ ‫ك‬ ‫ح‬ ‫ج‬ ‫م‬ ‫ا‬ ‫ن‬ ‫رب‬ ‫و‬ ‫أ‬ ، ‫ض‬ ‫ي‬ ‫رم‬ ‫ال‬ ‫و‬ ، ‫ني‬ ‫م‬ ‫أ‬ ‫ت‬ ‫ال‬ ‫ل‬ ‫ع‬ ‫ج‬ ‫د‬ ‫ق‬ ‫ة‬ ‫يب‬ ‫ط‬ ‫ال‬ ‫و‬ ‫أ‬ ‫ة‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ . ‫ت‬ ‫ا‬ ‫ع‬ ‫و‬ ‫ف‬ ‫دمال‬ ( ‫دل‬ ‫ي‬ ‫ش‬ ‫ولب‬ ‫س‬ ‫ور‬ ‫ك‬ ‫ول‬ ‫ب‬ - 9191BCBS:) 6 ‫نم‬1 ‫ةحفصال‬
HCM 213- CH13 1929-Blue Cross Blue Shield( BCBS): BCBS got its start in 1929 when Justin Kimball, an official at Baylor University, introduced a plan to guarantee teachers twenty-one days of hospital care a year for $6. Other employee groups joined the plan, which was then known as the Baylor Plan. ‫ي‬ ‫ف‬ ‫ل‬ ‫و‬ ‫ؤ‬ ‫س‬ ‫م‬ ‫وه‬ ‫و‬ ، ‫ل‬ ‫ب‬ ‫م‬ ‫ي‬ ‫ك‬ ‫نيت‬ ‫سوج‬ ‫مدق‬ ‫امد‬ ‫ن‬ ‫ع‬ ‫دحا‬ ‫و‬ ‫ن‬ ‫ي‬ ‫م‬ ‫ل‬ ‫ع‬ ‫م‬ ‫ال‬ ‫ن‬ ‫امض‬ ‫ل‬ ‫ة‬ ‫طخ‬ ‫رولي‬ ‫ا‬ ‫ب‬ ‫ة‬ ‫ع‬ ‫م‬ ‫اج‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ن‬ ‫م‬ ‫ا‬ ‫موي‬ ‫ن‬ ‫ي‬ ‫رشعو‬ ‫ت‬ ‫م‬ ‫ضن‬ ‫ا‬ .$ 9 ‫ةدم‬ ‫ل‬ ‫ا‬ ‫ي‬ ‫ون‬ ‫س‬ ‫ت‬ ‫ا‬ ‫ي‬ ‫فش‬ ‫ت‬ ‫سمال‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ةطخ‬ ‫ال‬ ‫ى‬ ‫ر‬ ‫خألا‬ ‫ن‬ ‫ي‬ ‫فظ‬ ‫و‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ع‬ ‫ومجم‬ . ‫رولي‬ ‫ا‬ ‫ب‬ ‫ة‬ ‫ط‬ ‫خ‬ ‫مس‬ ‫ا‬ ‫ب‬ ‫ك‬ ‫اذ‬ ‫ن‬ ‫آ‬ ‫فرعي‬ ‫ناك‬ More History Prepaid Health Plan: The first prepaid health plan was established by the Western Clinic in Tacoma, Washington, providing care to lumber company employees. Other examples were plans offered by the Ross-Loos Medical Group and the Group Health Association. • prepaid health plan Contracts between an insurer and a subscriber or a group of subscribers whereby a specified set of health benefits is provided in return for a periodic premium. 1945-Kaiser Foundation Health plans: One of the most significant providers of health care plans is Kaiser Foundation Health Plans, which was founded in 1945 as a way to finance and deliver care to Henry Kaiser’s steel mill employees. : ‫ة‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫ة‬ ‫ط‬ ‫خ‬ ‫اق‬ ‫ب‬ ‫سم‬ ‫ة‬ ‫عو‬ ‫ف‬ ‫دمال‬ ‫ن‬ ‫م‬ ‫ا‬ ‫مد‬ ‫ق‬ ‫م‬ ‫ةعو‬ ‫ف‬ ‫د‬ ‫م‬ ‫ةيحص‬ ‫ة‬ ‫ط‬ ‫خ‬ ‫ل‬ ‫و‬ ‫أ‬ ‫تسس‬ ‫أت‬ ، ‫ن‬ ‫ط‬ ‫ن‬ ‫شاو‬ ، ‫اموكا‬ ‫ت‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫يب‬ ‫رغ‬ ‫ال‬ ‫ةدا‬ ‫ي‬ ‫ع‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫يف‬ ‫ظو‬ ‫م‬ ‫ب‬ ‫ا‬ ‫شخال‬ ‫ا‬ ‫ع‬ ‫طقب‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ر‬ ‫ي‬ ‫ف‬ ‫وتو‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ط‬ ‫ط‬ ‫خ‬ ‫ال‬ ‫ىر‬ ‫خ‬ ‫ألا‬ ‫ةل‬ ‫ث‬ ‫مأل‬ ‫ا‬ ‫ن‬ ‫م‬ ‫و‬ . ‫ةكرشال‬ ‫س‬ ‫و‬ ‫ل‬ - ‫س‬ ‫و‬ ‫ر‬ ‫ة‬ ‫يب‬ ‫ط‬ ‫ال‬ ‫ة‬ ‫عومجمال‬ ‫اه‬ ‫مد‬ ‫ق‬ ‫ت‬ . ‫ة‬ ‫ع‬ ‫ومجمال‬ ‫ةح‬ ‫ص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ع‬ ‫م‬ ‫جو‬ ‫ن‬ ‫ي‬ ‫ب‬ ‫امدق‬ ‫م‬ ‫ة‬ ‫عو‬ ‫ف‬ ‫د‬ ‫م‬ ‫ةيحص‬ ‫ة‬ ‫ط‬ ‫خ‬ ‫د‬ ‫وقع‬ • ‫ن‬ ‫م‬ ‫ة‬ ‫عو‬ ‫م‬ ‫جم‬ ‫و‬ ‫أ‬ ‫كر‬ ‫ت‬ ‫شمو‬ ‫ن‬ ‫ي‬ ‫م‬ ‫أ‬ ‫ت‬ ‫ال‬ ‫ةكرش‬ ‫ةدد‬ ‫حم‬ ‫ة‬ ‫عومج‬ ‫م‬ ‫ر‬ ‫ي‬ ‫ف‬ ‫و‬ ‫ت‬ ‫م‬ ‫ت‬ ‫ي‬ ‫ث‬ ‫ي‬ ‫ح‬ ‫ن‬ ‫ي‬ ‫كر‬ ‫ت‬ ‫شمال‬ . ‫يرود‬ ‫ال‬ ‫طسق‬ ‫ل‬ ‫ب‬ ‫اق‬ ‫م‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫د‬ ‫ئ‬ ‫اوفال‬ ‫ن‬ ‫م‬ : ‫ط‬ ‫طخ‬ ‫ت‬ ‫ة‬ ‫س‬ ‫س‬ ‫ؤ‬ ‫م‬ ‫ةح‬ ‫صال‬ ‫رز‬ ‫يا‬ ‫ك‬ - 9191 ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ططخ‬ ‫م‬ ‫ه‬ ‫أ‬ ‫يمدق‬ ‫م‬ ‫ن‬ ‫م‬ ‫ةدحاو‬ ، ‫ة‬ ‫ي‬ ‫حصال‬ ‫ط‬ ‫طخ‬ ‫ال‬ ‫ة‬ ‫س‬ ‫سؤم‬ ‫رز‬ ‫ي‬ ‫ا‬ ‫ك‬ ‫و‬ ‫ه‬ ‫ة‬ ‫ي‬ ‫حصال‬ ‫ا‬ ‫ه‬ ‫ر‬ ‫ا‬ ‫بت‬ ‫عا‬ ‫ب‬ 9191 ‫ماع‬ ‫ي‬ ‫ف‬ ‫ت‬ ‫سس‬ ‫أ‬ ‫ت‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫لل‬‫م‬‫فظو‬‫ي‬ ‫ن‬ ‫ةياعرال‬ ‫و‬ ‫ت‬ ‫ق‬ ‫د‬ ‫ي‬ ‫م‬ ‫تل‬ ‫م‬‫يو‬ ‫ل‬ ‫يسو‬‫ل‬‫ة‬ . ‫رز‬ ‫ي‬ ‫ا‬ ‫ك‬ ‫ير‬ ‫ن‬ ‫ه‬ ‫ب‬ ‫لصال‬ ‫ع‬ ‫ن‬ ‫صم‬ 1965-Medicare under Social Security Act: In 1965, the Medicare program was enacted as a federal social program, under Title XVIII of the Social Security Act, to provide insurance primarily to the population aged sixty-five and older, who found coverage almost impossible to obtain. 1970-Primarily fee for service and cost based reimbursement: The payment mechanisms for providers at the time were primarily fee-for-service for physicians and cost-based reimbursement for hospitals. 1973-HMOs: The health maintenance organization became institutionalized in 1973 with the HMO Act, enacted in an effort to expand the number of HMOs and which required employers with more than twenty-five employees to offer an HMO in addition to other insurance options. ‫ن‬ ‫ا‬ ‫م‬ ‫ضال‬ ‫ن‬ ‫ونا‬ ‫ق‬ ‫تح‬ ‫ت‬ ‫ة‬ ‫ي‬ ‫بط‬ ‫ال‬ ‫ة‬ ‫يا‬ ‫عرال‬ -9191 :‫يعامتجالا‬ ‫ة‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫جم‬ ‫ان‬ ‫رب‬ ‫ر‬ ‫د‬ ‫ص‬ ، 9191 ‫ماع‬ ‫يف‬ ‫ناونع‬ ‫تحت‬ ، ‫يداحتالا‬ ‫يعامتجالا‬ ‫انربك‬‫م‬‫ج‬ ، ‫ي‬ ‫ع‬ ‫ا‬ ‫م‬ ‫ت‬ ‫ج‬ ‫الا‬ ‫ن‬ ‫ا‬ ‫م‬ ‫ض‬ ‫ال‬ ‫ن‬ ‫ونا‬ ‫ق‬ ‫نم‬ ‫رشع‬ ‫نم‬ ‫اث‬ ‫ال‬ ‫ن‬ ‫يذال‬ ‫ن‬ ‫ا‬ ‫ك‬ ‫س‬ ‫ال‬ ‫ىإل‬ ‫لوأل‬ ‫ا‬ ‫ماقمال‬ ‫ي‬ ‫ف‬ ‫ن‬ ‫ي‬ ‫م‬ ‫أ‬ ‫ت‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫فو‬ ‫ت‬ ‫و‬ ، ‫نسال‬ ‫ابكو‬‫ر‬ ‫و‬ ‫س‬ ‫ت‬ ‫ي‬ ‫ن‬ ‫ةسمخ‬ ‫ب‬ ‫ي‬ ‫ن‬ ‫مهرامعأ‬ ‫تت‬‫ر‬‫ا‬‫و‬‫ح‬ ‫تسمال‬‫ح‬‫ي‬‫ل‬ ‫نم‬ ‫نوكي‬ ‫اكي‬‫د‬ ‫يطغت‬‫ة‬ ‫اودجو‬ ‫نيذالو‬ . ‫ا‬ ‫ه‬ ‫ي‬ ‫ل‬ ‫ع‬ ‫لوصحال‬ ‫ل‬ ‫ب‬ ‫اق‬ ‫م‬ ‫موسر‬ ‫ع‬ ‫فد‬ ‫لوأل‬ ‫ا‬ ‫ماق‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ف‬ -9191 : ‫ةفلكت‬ ‫ال‬ ‫ساس‬ ‫أ‬ ‫ديدس‬ ‫ت‬ ‫و‬ ‫تامدخال‬ ‫ماق‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ق‬ ‫وال‬ ‫ي‬ ‫ف‬ ‫يم‬ ‫دق‬ ‫مل‬ ‫ع‬ ‫فد‬ ‫ال‬ ‫تا‬ ‫ي‬ ‫آل‬ ‫ت‬ ‫ن‬ ‫ا‬ ‫ك‬ ‫و‬ ‫ل‬ ‫وألا‬ ‫ساس‬ ‫أ‬ ‫ى‬ ‫ل‬ ‫ع‬ ‫دا‬ ‫د‬ ‫س‬ ‫ال‬ ‫و‬ ‫ء‬ ‫ا‬ ‫بط‬ ‫أل‬ ‫ل‬ ‫ةمدخال‬ ‫لباق‬ ‫م‬ ‫موسر‬ . ‫ت‬ ‫ا‬ ‫ي‬ ‫فشتس‬ ‫م‬ ‫لل‬ ‫ةفلكت‬ ‫ال‬ : ‫ى‬ ‫ضر‬ ‫مال‬ ‫قي‬ ‫د‬ ‫ان‬ ‫ص‬ -9191 ‫اطال‬‫ب‬‫ع‬ ‫إ‬‫ض‬‫اف‬‫ء‬ ‫يصال‬‫ا‬‫ن‬‫ة‬ ‫ةحصال‬ ‫ةمظنم‬ ‫أ‬‫ص‬‫ب‬‫ح‬‫ت‬ ‫يذال‬ ، ‫نم‬ ‫ؤ‬ ‫م‬ ‫ن‬ ‫ونا‬ ‫ق‬ ‫ع‬ ‫م‬ 9191 ‫ماع‬ ‫ي‬ ‫ف‬ ‫يسسؤمال‬ ‫ىض‬ ‫رمال‬ ‫قي‬ ‫د‬ ‫ان‬ ‫ص‬ ‫دد‬ ‫ع‬ ‫ة‬ ‫د‬ ‫اي‬ ‫زل‬ ‫ةلواحم‬ ‫ي‬ ‫ف‬ ‫ن‬ ‫س‬ ‫ةسمخ‬ ‫نم‬ ‫ر‬ ‫ث‬ ‫كأ‬ ‫ع‬ ‫م‬ ‫ل‬ ‫معال‬ ‫با‬ ‫ب‬ ‫رأ‬ ‫ب‬ ‫ل‬ ‫ط‬ ‫ت‬ ‫ي‬ ‫يذال‬ ‫و‬ ‫ى‬ ‫إل‬ ‫ة‬ ‫فاضإل‬ ‫ا‬ ‫ب‬ ‫نم‬ ‫ؤ‬ ‫م‬ ‫م‬ ‫يدقت‬ ‫ل‬ ‫افظو‬ ‫م‬ ‫ن‬ ‫ي‬ ‫رشعو‬ . ‫ى‬ ‫رخألا‬ ‫ن‬ ‫ي‬ ‫م‬ ‫أت‬ ‫ال‬ ‫تا‬ ‫ر‬ ‫اي‬ ‫خ‬ Capitation-Limits payment: Private insurers introduced capitation, which fixes a limit on payouts to providers by reimbursing them per capita and not by the actual services provided : ‫ع‬ ‫فد‬ ‫دود‬ ‫ح‬ - ‫س‬ ‫و‬ ‫ؤرال‬ ، ‫س‬ ‫و‬ ‫ؤ‬ ‫رال‬ ‫ة‬ ‫ص‬ ‫اخال‬ ‫ن‬ ‫ي‬ ‫م‬ ‫أ‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫اك‬ ‫رش‬ ‫تمدق‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫يمدق‬ ‫م‬ ‫ل‬ ‫ت‬ ‫ا‬ ‫عف‬ ‫د‬ ‫ىل‬ ‫ع‬ ‫د‬ ‫ح‬ ‫ال‬ ‫ددح‬ ‫ي‬ ‫ي‬ ‫ذال‬ ‫ق‬ ‫ي‬ ‫رط‬ ‫ن‬ ‫ع‬ ‫س‬ ‫ي‬ ‫ل‬ ‫و‬ ‫درفال‬ ‫ب‬ ‫ي‬ ‫ص‬ ‫ن‬ ‫م‬ ‫ه‬ ‫ل‬ ‫د‬ ‫ي‬ ‫دست‬ ‫ة‬ ‫م‬ ‫دق‬ ‫م‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ع‬ ‫فال‬ ‫ت‬ ‫امدخال‬ 6 ‫نم‬2 ‫ةحفصال‬
HCM 213- CH13 1980-Perspective payment system : Prospective payment systems began in the early 1980s, and since that time there has been a movement away from the provider as a price-setter, since the government was setting the prices that the Medicare and Medicaid programs would pay, and many providers did not have the size and clout to negotiate with insurers, including HMOs. 1990s –mid 2000s focus on access-cost and quality : ‫ر‬ ‫وظ‬ ‫نم‬ -9191 ‫ع‬ ‫فد‬ ‫ال‬ ‫ما‬ ‫ظ‬ ‫ن‬ 9191 ‫ي‬ ‫ف‬ ‫ن‬ ‫ي‬ ‫ل‬ ‫م‬ ‫ت‬ ‫حمال‬ ‫ع‬ ‫فد‬ ‫ال‬ ‫ةمظ‬ ‫ن‬ ‫أ‬ ‫تأد‬ ‫ب‬ s ‫يف‬ ‫ةك‬ ‫ر‬ ‫ح‬ ‫ك‬ ‫ا‬ ‫ن‬ ‫ه‬ ‫نكت‬ ‫مل‬ ‫ت‬ ‫ق‬ ‫وال‬ ‫كل‬ ‫ذ‬ ‫ذن‬ ‫مو‬ ، ‫رك‬ ‫ب‬ ‫م‬ ‫ت‬ ‫ق‬ ‫و‬ ‫نأل‬ ‫ارظن‬ ، ‫ةعضاو‬ ‫ن‬ ‫م‬ ‫ث‬ ‫ك‬ ‫دو‬ ‫ز‬ ‫م‬ ‫نع‬ ‫اد‬ ‫ي‬ ‫عب‬ ‫ة‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫جم‬ ‫ار‬ ‫ب‬ ‫ن‬ ‫أ‬ ‫ر‬ ‫ا‬ ‫عسأ‬ ‫د‬ ‫ي‬ ‫دح‬ ‫ت‬ ‫ةموكحال‬ ‫يمدقم‬ ‫نم‬ ‫يدعال‬‫د‬ ‫لو‬‫م‬ ، ‫ي‬ ‫د‬ ‫ف‬ ‫ع‬ ‫نأ‬ ‫هنأش‬ ‫نم‬ ‫بطالو‬‫ي‬‫ة‬ ‫تاك‬ ‫رش‬ ‫ع‬ ‫م‬ ‫ضوافت‬ ‫ل‬ ‫ل‬ ‫ذو‬ ‫ف‬ ‫ن‬ ‫و‬ ‫مجح‬ ‫ا‬ ‫ه‬ ‫ي‬ ‫د‬ ‫ل‬ ‫سي‬ ‫ل‬ . ‫ىض‬ ‫رمال‬ ‫ق‬ ‫ي‬ ‫دان‬ ‫ص‬ ‫كل‬ ‫ذ‬ ‫يف‬ ‫ا‬ ‫مب‬ ، ‫ن‬ ‫ي‬ ‫م‬ ‫أت‬ ‫ال‬ -mid9111 s9111 s ‫ةفلكت‬ ‫ى‬ ‫ل‬ ‫ع‬ ‫ز‬ ‫ي‬ ‫كر‬ ‫ت‬ ‫ال‬ ‫يف‬ ‫ة‬ ‫دوجال‬ ‫و‬ ‫لوصوال‬ Population-Based Payment Mechanisms Emerge ‫اه‬ ‫سأرب‬ ‫ع‬ ‫ف‬ ‫دال‬ ‫ت‬ ‫ا‬ ‫ي‬ ‫آل‬ ‫ن‬ ‫اك‬ ‫سال‬ ‫دد‬ ‫ع‬ ‫س‬ ‫اس‬ ‫أ‬ ‫ىلع‬ Value Based Purchasing : A payment methodology designed to provide incentives to providers for delivering quality health care at a lower cost. The goal of VBP is to encourage quality of care in multiple care settings (e.g., physicians’ offices, hospitals, etc.). • Payment under the VBP program are characterized as rewards or incentive payments for hospitals on their achievements and improvement over time on specific measures related to national benchmarks. : ‫ءان‬ ‫ب‬ ‫و‬ ‫تا‬ ‫ي‬ ‫ر‬ ‫ت‬ ‫ش‬ ‫مال‬ ‫ةميق‬ ‫ي‬ ‫م‬ ‫دق‬ ‫مل‬ ‫ز‬ ‫ف‬ ‫ا‬ ‫وحال‬ ‫ر‬ ‫ي‬ ‫ف‬ ‫وت‬ ‫ل‬ ‫ةم‬ ‫م‬ ‫ص‬ ‫م‬ ‫ع‬ ‫ف‬ ‫د‬ ‫ة‬ ‫ي‬ ‫جه‬ ‫ن‬ ‫م‬ ‫ف‬ ‫د‬ ‫ه‬ . ‫ل‬ ‫قأ‬ ‫ة‬ ‫ف‬ ‫لكتب‬ ‫ة‬ ‫د‬ ‫ي‬ ‫جال‬ ‫ة‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫عرال‬ ‫م‬ ‫يدقتل‬ VBP ‫تاس‬ ‫س‬ ‫ؤ‬ ‫م‬ ‫ي‬ ‫ف‬ ‫ةياع‬ ‫ر‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ع‬ ‫و‬ ‫ن‬ ‫ع‬ ‫ي‬ ‫جشت‬ ‫وه‬ ‫ب‬ ‫ت‬ ‫ا‬ ‫كم‬ ، ‫ال‬ ‫ث‬ ‫م‬ ‫ال‬ ‫ليب‬ ‫س‬ ‫ىل‬ ‫ع‬ ( ‫ة‬ ‫دد‬ ‫ع‬ ‫ت‬ ‫م‬ ‫ة‬ ‫يا‬ ‫عرال‬ .) ‫خال‬ ، ‫ت‬ ‫ا‬ ‫ي‬ ‫فشت‬ ‫س‬ ‫مال‬ ‫و‬ ‫ءا‬ ‫ب‬ ‫ط‬ ‫ألا‬ ‫جم‬ ‫ان‬ ‫رب‬ ‫ر‬ ‫اط‬ ‫إ‬ ‫ي‬ ‫ف‬ ‫ع‬ ‫ف‬ ‫دال‬ ‫ز‬ ‫ي‬ ‫م‬ ‫ت‬ ‫ت‬ •VBP ‫تآ‬ ‫ف‬ ‫ا‬ ‫كمك‬ ‫ىل‬ ‫ع‬ ‫تا‬ ‫ي‬ ‫فش‬ ‫ت‬ ‫سملل‬ ‫ز‬ ‫ف‬ ‫ا‬ ‫و‬ ‫حال‬ ‫تاع‬ ‫وفدم‬ ‫و‬ ‫أ‬ ‫ر‬ ‫يب‬ ‫ادت‬ ‫ى‬ ‫ل‬ ‫ع‬ ‫ت‬ ‫ق‬ ‫وال‬ ‫ر‬ ‫و‬ ‫ر‬ ‫م‬ ‫ع‬ ‫م‬ ‫نسح‬ ‫ت‬ ‫و‬ ‫مهتازاجنإ‬ . ‫ة‬ ‫ين‬ ‫ط‬ ‫وال‬ ‫ر‬ ‫ي‬ ‫ي‬ ‫ا‬ ‫عمال‬ ‫ق‬ ‫ل‬ ‫ع‬ ‫ت‬ ‫ت‬ ‫ة‬ ‫ددحم‬ : ‫ءان‬ ‫ب‬ ‫و‬ ‫تا‬ ‫ي‬ ‫ر‬ ‫ت‬ ‫ش‬ ‫مال‬ ‫ةميق‬ ‫ي‬ ‫م‬ ‫دق‬ ‫مل‬ ‫ز‬ ‫ف‬ ‫ا‬ ‫وحال‬ ‫ر‬ ‫ي‬ ‫ف‬ ‫وت‬ ‫ل‬ ‫ةم‬ ‫م‬ ‫ص‬ ‫م‬ ‫ع‬ ‫ف‬ ‫د‬ ‫ة‬ ‫ي‬ ‫جه‬ ‫ن‬ ‫م‬ ‫ف‬ ‫د‬ ‫ه‬ . ‫ل‬ ‫قأ‬ ‫ة‬ ‫ف‬ ‫لكتب‬ ‫ة‬ ‫د‬ ‫ي‬ ‫جال‬ ‫ة‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫عرال‬ ‫م‬ ‫يدقتل‬ VBP ‫تاس‬ ‫س‬ ‫ؤ‬ ‫م‬ ‫ي‬ ‫ف‬ ‫ةياع‬ ‫ر‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ع‬ ‫و‬ ‫ن‬ ‫ع‬ ‫ي‬ ‫جشت‬ ‫وه‬ ‫ب‬ ‫ت‬ ‫ا‬ ‫كم‬ ، ‫ال‬ ‫ث‬ ‫م‬ ‫ال‬ ‫ليب‬ ‫س‬ ‫ىل‬ ‫ع‬ ( ‫ة‬ ‫دد‬ ‫ع‬ ‫ت‬ ‫م‬ ‫ة‬ ‫يا‬ ‫عرال‬ .) ‫خال‬ ، ‫ت‬ ‫ا‬ ‫ي‬ ‫فشت‬ ‫س‬ ‫مال‬ ‫و‬ ‫ءا‬ ‫بط‬ ‫ألا‬ ‫جم‬ ‫ان‬ ‫رب‬ ‫ر‬ ‫اط‬ ‫إ‬ ‫ي‬ ‫ف‬ ‫ع‬ ‫ف‬ ‫دال‬ ‫ز‬ ‫ي‬ ‫م‬ ‫ت‬ ‫ت‬ •VBP ‫تآ‬ ‫ف‬ ‫ا‬ ‫كمك‬ ‫ىل‬ ‫ع‬ ‫تا‬ ‫ي‬ ‫فش‬ ‫ت‬ ‫سملل‬ ‫ز‬ ‫ف‬ ‫ا‬ ‫و‬ ‫حال‬ ‫تاع‬ ‫وفدم‬ ‫وأ‬ ‫ر‬ ‫يب‬ ‫ادت‬ ‫ى‬ ‫ل‬ ‫ع‬ ‫ت‬ ‫ق‬ ‫وال‬ ‫ر‬ ‫و‬ ‫ر‬ ‫م‬ ‫ع‬ ‫م‬ ‫نسح‬ ‫ت‬ ‫و‬ ‫مهتازاجنإ‬ . ‫ة‬ ‫ين‬ ‫ط‬ ‫وال‬ ‫ر‬ ‫ي‬ ‫ي‬ ‫ا‬ ‫عمال‬ ‫ق‬ ‫ل‬ ‫ع‬ ‫ت‬ ‫ت‬ ‫ة‬ ‫ددحم‬ Hospital Readmissions Reductions : Never Events: Adverse patient outcomes due to provider negligence that are not ever supposed to happen and that therefore are typically not reimbursed. A readmission is an admission to a hospital within thirty days of discharge from that same hospital or another part of the system containing that hospital. • this program has caused hospitals to institute improvements in coordinating care after the patient leaves the hospital, improvements that include home health nurse visits and other mechanisms to help to ensure patient compliance with discharge instructions, including taking medications. : ‫تا‬ ‫ض‬ ‫ي‬ ‫فخت‬ ‫الخدإل‬ ‫ا‬ ‫ة‬ ‫دا‬ ‫عإ‬ ‫ىفشتسم‬ ‫ب‬ ‫ب‬ ‫س‬ ‫ب‬ ‫ة‬ ‫ي‬ ‫ب‬ ‫ل‬ ‫س‬ ‫ال‬ ‫ىض‬ ‫رمال‬ ‫ج‬ ‫ئ‬ ‫ا‬ ‫ت‬ ‫ن‬ : ‫ث‬ ‫ادحأل‬ ‫ا‬ ‫اد‬ ‫ب‬ ‫أ‬ ‫ت‬ ‫ق‬ ‫و‬ ‫ي‬ ‫أ‬ ‫ن‬ ‫م‬ ‫ض‬ ‫ر‬ ‫ت‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫يذال‬ ‫ر‬ ‫فومال‬ ‫ال‬ ‫م‬ ‫ه‬ ‫الا‬ . ‫اهديدس‬ ‫ت‬ ‫م‬ ‫ت‬ ‫ي‬ ‫ا‬ ‫م‬ ‫ة‬ ‫د‬ ‫ا‬ ‫ع‬ ‫يالت‬ ‫ال‬ ‫ب‬ ‫و‬ ، ‫ث‬ ‫دح‬ ‫ي‬ ‫نأ‬ ‫ى‬ ‫ضم‬ ‫كلذ‬ ‫و‬ ‫ى‬ ‫فشتسمال‬ ‫ىإل‬ ‫لوخ‬ ‫د‬ ‫ال‬ ‫و‬ ‫ه‬ ‫ل‬ ‫و‬ ‫ب‬ ‫قال‬ ‫ةدا‬ ‫عإو‬ ‫سف‬ ‫ن‬ ‫نم‬ ‫هجورخ‬ ‫نم‬ ‫ا‬ ‫م‬ ‫و‬ ‫ي‬ ‫ن‬ ‫يث‬ ‫الث‬ ‫لالخ‬ ‫اذه‬ ‫يو‬ ‫ت‬ ‫حي‬ ‫ما‬ ‫ظ‬ ‫ن‬ ‫نم‬ ‫رخآ‬ ‫ء‬ ‫زج‬ ‫و‬ ‫أ‬ ‫ىفشتسمال‬ . ‫ال‬ ‫م‬ ‫س‬ ‫ت‬ ‫ش‬ ‫ف‬ ‫ى‬ ‫اختإ‬‫ذ‬ ‫ف‬ ‫ي‬ ‫ت‬ ‫س‬ ‫ب‬ ‫ب‬ ‫دق‬ ‫انربال‬‫م‬‫ج‬ ‫اذه‬ • ‫ال‬ ‫م‬ ‫س‬ ‫ت‬ ‫ش‬ ‫ف‬ ‫ي‬ ‫ا‬ ‫ت‬ ‫ة‬ ‫ر‬ ‫دا‬ ‫غم‬ ‫د‬ ‫عب‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫قي‬ ‫س‬ ‫ن‬ ‫ت‬ ‫ي‬ ‫ف‬ ‫ت‬ ‫ا‬ ‫ني‬ ‫س‬ ‫حت‬ ‫ال‬ ‫لمشت‬ ‫ال‬ ‫ت‬ ‫ي‬ ‫ت‬ ‫تالو‬‫ح‬‫يس‬‫ن‬‫ا‬ ، ‫ال‬ ‫م‬ ‫س‬ ‫ت‬ ‫ش‬ ‫ف‬ ‫ى‬ ‫ضيرمال‬ ‫نم‬ ‫اه‬ ‫ر‬ ‫ي‬ ‫غو‬ ‫ة‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫ة‬ ‫ض‬ ‫رمم‬ ‫ة‬ ‫ي‬ ‫لزن‬ ‫م‬ ‫ال‬ ‫تا‬ ‫ر‬ ‫اي‬ ‫زال‬ ‫ض‬ ‫ي‬ ‫ر‬ ‫م‬ ‫ال‬ ‫ال‬ ‫ث‬ ‫ت‬ ‫ما‬ ‫ن‬ ‫ا‬ ‫مض‬ ‫ىل‬ ‫ع‬ ‫ة‬ ‫د‬ ‫ع‬ ‫اسمل‬ ‫ل‬ ‫ت‬ ‫ا‬ ‫ي‬ ‫لآل‬ ‫ا‬ . ‫ةيودألا‬ ‫نت‬‫ا‬‫و‬‫ل‬ ‫لذ‬‫ك‬ ‫ف‬ ‫ي‬ ‫امب‬ ، ‫ال‬ ‫ت‬ ‫ف‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ل‬ ‫ل‬ ‫ت‬ ‫ع‬ ‫ل‬ ‫ي‬ ‫م‬ ‫ا‬ ‫ت‬ Accountable Care Organizations: a patient-centered, population-based health care organization made up of various providers (most notably hospitals, primary care physicians, and specialists) and suppliers of services covered by Medicare. The CMS final rule says that all ‫ةحئال‬ ‫ال‬ ‫ل‬ ‫وقت‬ ‫و‬ . ‫اه‬ ‫ي‬ ‫طغت‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫يب‬ ‫ط‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ة‬ ‫يئ‬ ‫اه‬ ‫ن‬ ‫ال‬ CMS ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ي‬ ‫م‬ ‫دق‬ ‫م‬ ‫ع‬ ‫ي‬ ‫م‬ ‫ج‬ ‫ن‬ ‫أ‬ ‫طقف‬ ‫ن‬ ‫ك‬ ‫ل‬ ‫و‬ ‫وك‬ ‫أ‬ ‫ي‬ ‫ف‬ ‫كراش‬ ‫ت‬ ‫ن‬ ‫أ‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ ‫ة‬ ‫ي‬ ‫حصال‬ . ‫وكأ‬ ‫و‬ ‫ىعر‬ ‫ت‬ ‫ن‬ ‫أ‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ ‫يمدق‬ ‫م‬ ‫ضعب‬ 6 ‫نم‬3 ‫ةحفصال‬
HCM 213- CH13 Medicare providers can participate in an ACO but only certain providers can sponsor an ACO. Medicare provider are qualified to sponsor ACOs • Physician group practices • networks of individual practitioners. • hospitals partnering with or employing eligible physicians • nurse practitioners, • physician assistants, • specialists. ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رل‬ ‫ة‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫دوز‬ ‫م‬ ‫ن‬ ‫ولهؤم‬ ACOS ‫بيب‬ ‫ط‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫سرام‬ ‫مال‬ ‫ة‬ ‫عومج‬ ‫م‬ • . ‫ة‬ ‫ي‬ ‫درفال‬ ‫ن‬ ‫ي‬ ‫سرام‬ ‫مال‬ ‫ت‬ ‫اك‬ ‫ب‬ ‫ش‬ • ‫ءا‬ ‫ب‬ ‫طأ‬ ‫ف‬ ‫ي‬ ‫ظ‬ ‫و‬ ‫ت‬ ‫و‬ ‫أ‬ ‫ع‬ ‫م‬ ‫ة‬ ‫ك‬ ‫ا‬ ‫رشال‬ ‫ت‬ ‫ا‬ ‫ي‬ ‫فش‬ ‫ت‬ ‫سمال‬ • ‫نيلهؤم‬ ، ‫ة‬ ‫ضرم‬ ‫م‬ ‫ن‬ ‫ي‬ ‫سرام‬ ‫م‬ ‫ال‬ • ، ‫ءا‬ ‫ب‬ ‫طألا‬ ‫يدعاس‬ ‫م‬ • . ‫ن‬ ‫ي‬ ‫ص‬ ‫صخت‬ ‫م‬ ‫ال‬ • Provider Payment Mechanisms ‫ع‬ ‫ف‬ ‫دال‬ ‫دوز‬ ‫م‬ ‫ت‬ ‫ا‬ ‫ي‬ ‫آل‬ Origins of Provider Payment Systems: • In the beginning Medicare based its payment system on the BCBS payment policies to pay hospitals and physicians. • Cost based reimbursement system paid on a retrospective basis. • Currently most prospective payment systems. Over the years, most Medicare reimbursement has evolved into a prospective payment system and, as was previously discussed, is continuing to evolve into a payment system based in part on value rather than on the quantity of services performed. Prospective payment systems: A payment method that establishes rates, prices, or budgets before services are rendered and costs are incurred. Providers retain or absorb at least a portion of the difference between established revenues and actual costs. : ‫ع‬ ‫ف‬ ‫د‬ ‫ال‬ ‫دو‬ ‫ز‬ ‫م‬ ‫ةمظ‬ ‫ن‬ ‫أ‬ ‫ل‬ ‫و‬ ‫صأ‬ ‫ماظن‬ ‫بطال‬‫ي‬‫ة‬ ‫ةياعرال‬ ‫ساسأ‬ ‫لع‬‫ى‬ ‫بال‬‫د‬‫ا‬‫ي‬‫ة‬ ‫ف‬ ‫ي‬ • ‫ع‬ ‫ف‬ ‫د‬ ‫ل‬ ‫ل‬ ‫ز‬ ‫ا‬ ‫ب‬ ‫ة‬ ‫ن‬ ‫ج‬ ‫عف‬ ‫د‬ ‫ت‬ ‫اسا‬ ‫ي‬ ‫س‬ ‫ىل‬ ‫ع‬ ‫ع‬ ‫ف‬ ‫دال‬ . ‫ءا‬ ‫ب‬ ‫طأل‬ ‫ا‬ ‫و‬ ‫ت‬ ‫ا‬ ‫ي‬ ‫فش‬ ‫ت‬ ‫سمال‬ ‫ىل‬ ‫ع‬ ‫ع‬ ‫ف‬ ‫د‬ ‫ت‬ ‫دادسال‬ ‫ماظن‬ ‫س‬ ‫اس‬ ‫أ‬ ‫ىل‬ ‫ع‬ ‫ةفل‬ ‫كت‬ ‫ال‬ • . ‫يع‬ ‫جر‬ ‫س‬ ‫اسأ‬ . ‫ن‬ ‫ي‬ ‫ل‬ ‫م‬ ‫ت‬ ‫حمال‬ ‫ع‬ ‫ف‬ ‫دال‬ ‫ة‬ ‫مظنأ‬ ‫مظعم‬ ‫ا‬ ‫ي‬ ‫الح‬ • ‫د‬ ‫ي‬ ‫د‬ ‫س‬ ‫ت‬ ‫مظعم‬ ‫ترو‬ ‫ط‬ ‫ت‬ ، ‫ن‬ ‫ين‬ ‫سال‬ ‫رم‬ ‫ىل‬ ‫ع‬ ‫امك‬ ‫و‬ ، ‫ق‬ ‫ب‬ ‫سمال‬ ‫ع‬ ‫ف‬ ‫دال‬ ‫م‬ ‫ا‬ ‫ظن‬ ‫ى‬ ‫إل‬ ‫ة‬ ‫يب‬ ‫ط‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ع‬ ‫ف‬ ‫دال‬ ‫م‬ ‫ا‬ ‫ظن‬ ‫ىإل‬ ‫ر‬ ‫و‬ ‫ط‬ ‫ت‬ ‫ت‬ ‫ل‬ ‫صا‬ ‫وت‬ ، ‫اق‬ ‫ب‬ ‫ا‬ ‫س‬ ‫شق‬ ‫ون‬ ‫ن‬ ‫م‬ ‫ال‬ ‫د‬ ‫ب‬ ‫ةم‬ ‫ي‬ ‫قال‬ ‫ىل‬ ‫ع‬ ‫اه‬ ‫ن‬ ‫م‬ ‫ءزج‬ ‫ي‬ ‫ف‬ ‫دن‬ ‫ت‬ ‫ست‬ . ‫ا‬ ‫ه‬ ‫ن‬ ‫و‬ ‫د‬ ‫ؤ‬ ‫ي‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫امدخال‬ ‫ة‬ ‫ي‬ ‫مك‬ ‫ىل‬ ‫ع‬ ‫ز‬ ‫ي‬ ‫كر‬ ‫ت‬ ‫ال‬ ‫ال‬ ‫ت‬ ‫ي‬ ‫ال‬‫د‬‫ف‬‫ع‬ ‫ةقيرط‬ : ‫ةعقوتمال‬ ‫تاعوفدمال‬ ‫مظن‬ ‫نأ‬ ‫ق‬ ‫ب‬ ‫ل‬ ‫يمال‬‫ز‬‫ا‬‫ن‬‫ي‬‫ا‬‫ت‬ ‫وأ‬ ، ‫راعسألا‬ ، ‫راعسا‬ ‫ددحت‬ ‫يمدق‬ ‫م‬ . ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫د‬ ‫ب‬ ‫ك‬ ‫ت‬ ‫و‬ ‫ت‬ ‫امدخال‬ ‫م‬ ‫يدق‬ ‫ت‬ ‫م‬ ‫ت‬ ‫ي‬ ‫ن‬ ‫م‬ ‫ءزج‬ ‫ن‬ ‫ع‬ ‫لقي‬ ‫ال‬ ‫ا‬ ‫م‬ ‫ب‬ ‫اع‬ ‫يت‬ ‫سا‬ ‫و‬ ‫أ‬ ‫ظ‬ ‫اف‬ ‫ت‬ ‫حالا‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫و‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫تادار‬ ‫ي‬ ‫إلا‬ ‫ني‬ ‫ب‬ ‫قر‬ ‫فال‬ ‫ال‬ ‫ف‬ ‫ع‬ ‫ل‬ ‫ي‬ ‫ة‬ Adding Precision to Reimbursement: • Precision add with ICD 9 CM and the Healthcare Common Procedure Coding Systems • DRGs and APCs : ‫د‬ ‫ي‬ ‫دستال‬ ‫ي‬ ‫ف‬ ‫ةق‬ ‫دال‬ ‫اف‬ ‫ي‬ ‫ضم‬ ‫ع‬ ‫م‬ ‫ة‬ ‫فاض‬ ‫إ‬ ‫ةق‬ ‫دال‬ ICD ‫تاءا‬ ‫ر‬ ‫جإلاو‬ ‫مس‬ 1 ‫ة‬ ‫مظنأ‬ ‫ز‬ ‫ي‬ ‫مر‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رلل‬ ‫ةكر‬ ‫ت‬ ‫شمال‬ DRGs ‫ة‬ ‫ع‬ ‫ردم‬ ‫ال‬ ‫د‬ ‫ونجال‬ ‫تال‬ ‫ق‬ ‫ا‬ ‫ن‬ ‫و‬ Hospital Billing ‫ىف‬ ‫ش‬ ‫ت‬ ‫سمال‬ ‫ر‬ ‫يت‬ ‫اوفال‬ Hospitals are reimbursed by Medicare for services ‫ةياعرال‬ ‫قيرط‬ ‫نع‬ ‫ال‬ ‫م‬ ‫س‬ ‫ت‬ ‫ش‬ ‫ف‬ ‫ي‬ ‫ا‬ ‫ت‬ ‫ت‬ ‫ع‬ ‫و‬ ‫ي‬ ‫ض‬ ‫ي‬ ‫ت‬ ‫م‬ : ‫قرطال‬ ‫هذه‬ ‫ف‬ ‫ي‬ ‫لوألا‬ ‫ماقمال‬ ‫ف‬ ‫ي‬ ‫تامدخلل‬ ‫بطال‬‫ي‬‫ة‬ ‫ت‬ ‫ع‬ ‫د‬ ‫ي‬ ‫ل‬ ‫ت‬ ‫ش‬ ‫خ‬ ‫ي‬ ‫ص‬ ‫ال‬ ‫بطال‬‫ي‬‫ة‬ ‫ةياعرال‬ ‫ةدش‬ •MS- DRGs ‫ع‬ ‫ف‬ ‫دال‬ ‫ما‬ ‫ظ‬ ‫ن‬ -CMS ‫ما‬ ‫ظ‬ ‫ن‬ ‫لح‬ ‫م‬ ‫ل‬ ‫ح‬ ‫يذال‬ ‫ع‬ ‫فد‬ ‫ال‬ DRG ‫ع‬ ‫م‬ ‫ت‬ ‫ا‬ ‫ع‬ ‫وفدمال‬ ‫ط‬ ‫ب‬ ‫ر‬ ‫ىإل‬ ‫فد‬ ‫ه‬ ‫ي‬ ‫و‬ . ‫لض‬ ‫ف‬ ‫أ‬ ‫ل‬ ‫كشب‬ ‫ض‬ ‫ي‬ ‫رمال‬ ‫ة‬ ‫دش‬ ‫ف‬ ‫ي‬ ‫نص‬ ‫ت‬ ‫ع‬ ‫ف‬ ‫دال‬ ‫ة‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫عسإلا‬ •APCs ‫ة‬ ‫ي‬ ‫آل‬ ‫ي‬ ‫ه‬ - ‫ةيجراخال‬ ‫ايعال‬‫د‬‫تا‬ ‫تامدخلل‬ ‫تحمال‬‫م‬‫ل‬‫ي‬‫ن‬ ‫ال‬‫د‬‫ف‬‫ع‬ ‫نع‬ ‫ت‬ ‫ع‬ ‫و‬ ‫ي‬ ‫ض‬ ‫ا‬ ‫ت‬ ‫ع‬ ‫ك‬ ‫س‬ ‫يهو‬ . ‫ال‬ ‫م‬ ‫س‬ ‫ت‬ ‫ش‬ ‫ف‬ ‫ى‬ ‫ف‬ ‫ي‬ ‫اهاقأل‬ . ‫ة‬ ‫ي‬ ‫جر‬ ‫اخال‬ ‫تادايعال‬ ‫تامد‬ ‫خ‬ ‫نم‬ ‫ةم‬ ‫ز‬ ‫ح‬ ‫ن‬ ‫إ‬ ‫ف‬ ‫را‬ ‫د‬ ‫ق‬ ‫م‬ - ‫تا‬ ‫ي‬ ‫ف‬ ‫شت‬ ‫سمال‬ ‫يس‬ ‫ف‬ ‫ن‬ ‫ال‬ ‫ي‬ ‫م‬ ‫ويال‬ ‫لدب‬ ‫ال‬ • ‫يطغ‬ ‫ت‬ ‫يتال‬ ، ‫ة‬ ‫ي‬ ‫ا‬ ‫عرال‬ ‫نم‬ ‫دحا‬ ‫و‬ ‫مويل‬ ‫ع‬ ‫فد‬ ‫ع‬ ‫ف‬ ‫اد‬ ‫ال‬ ‫ن‬ ‫ي‬ ‫ي‬ ‫لخ‬ ‫ادال‬ ‫ىض‬ ‫رملل‬ ‫م‬ ‫و‬ ‫ي‬ ‫ة‬ ‫ط‬ ‫ب‬ ‫ت‬ ‫رمال‬ ‫ت‬ ‫ا‬ ‫م‬ ‫دخال‬ ‫عي‬ ‫مج‬ ‫تا‬ ‫ي‬ ‫ل‬ ‫معال‬ ‫و‬ ، ‫ة‬ ‫ي‬ ‫ض‬ ‫ي‬ ‫رم‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫كل‬ ‫ذ‬ ‫يف‬ ‫ا‬ ‫م‬ ‫ب‬ ( .) ‫كلذ‬ ‫ىإل‬ ‫امو‬ ، ‫ةيودألاو‬ ، ‫ةيحارجال‬ ‫لوصو‬ ‫ال‬ ‫م‬ ‫س‬ ‫ت‬ ‫ش‬ ‫ف‬ ‫ي‬ ‫ا‬ ‫ت‬ ‫ةجرحال‬ ‫ال‬ ‫ت‬ ‫ك‬ ‫ل‬ ‫ف‬ ‫ة‬ • primarily in these ways: • Medicare severity adjusted diagnosis MS-DRGs-The CMS payment system that replaced the DRG payment system and is designed to better correlate payments with patient severity. • Ambulatory Payment Classification APCs- are a prospective payment mechanism for outpatient services delivered at a hospital. They reflect the compensation for the bundle of outpatient services. • Per diem Psychiatric Hospitals -The amount a payor will pay for one day of care, covering all services associated with the inpatient day (including nursing care, surgeries, medications, etc.). • Cost critical access hospitals 6 ‫نم‬4 ‫ةحفصال‬
6 ‫نم‬5 ‫ةحفصال‬ HCM 213- CH13 • Case Rates- A rate that covers everything a hospital provides during an entire inpatient stay. ‫ة‬ ‫ال‬ ‫ح‬ •Rates ‫ءي‬ ‫ش‬ ‫ل‬ ‫ك‬ ‫يطغ‬ ‫ي‬ ‫ي‬ ‫ذ‬ ‫ال‬ ‫لد‬ ‫عمال‬ ‫و‬ - ‫ن‬ ‫يي‬ ‫لخ‬ ‫ا‬ ‫د‬ ‫ال‬ ‫ىض‬ ‫رمال‬ ‫ةماقإ‬ ‫لال‬ ‫خ‬ ‫ى‬ ‫فش‬ ‫ت‬ ‫سم‬ ‫ال‬ ‫ر‬ ‫فوي‬ .‫اهلمكأب‬ Reimbursement to Physicians for Professional Services ‫ةين‬ ‫ه‬ ‫م‬ ‫ال‬ ‫ت‬ ‫امدخ‬ ‫ل‬ ‫ل‬ ‫ءا‬ ‫ب‬ ‫طأل‬ ‫ل‬ ‫دادسال‬ • Medicare reimburses physicians and other health professionals (nurse practitioners, physician assistants, and physical therapists) through a fee schedule known as the Resource Based Relative Value Scale (RBRVS). • RBRVS - A system of paying physicians based on the relative value of the services rendered. • Relative Value Unit-A standardized weighting that is assigned to each encounter, procedure or surgery and reflects resources consumed. • Relative Value Unit is made up of work RVU, practice expense RVU, professional liability RVU ‫نم‬ ‫م‬ ‫ه‬ ‫ر‬ ‫ي‬ ‫غو‬ ‫ءا‬ ‫ب‬ ‫ط‬ ‫ألا‬ ‫ددس‬ ‫ي‬ ‫ة‬ ‫ي‬ ‫بط‬ ‫ال‬ ‫ة‬ ‫يا‬ ‫عرال‬ • ‫ة‬ ‫ضر‬ ‫مم‬ ‫ن‬ ‫ي‬ ‫سر‬ ‫ا‬ ‫ممال‬ ( ‫ن‬ ‫ي‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫ن‬ ‫يين‬ ‫همال‬ ‫لال‬ ‫خ‬ ‫نم‬ ) ‫ي‬ ‫ع‬ ‫ي‬ ‫ب‬ ‫ط‬ ‫ال‬ ‫جالعال‬ ‫و‬ ، ‫ب‬ ‫ي‬ ‫ب‬ ‫ط‬ ‫ال‬ ‫يد‬ ‫ع‬ ‫اسمو‬ ‫ءانب‬ ‫و‬ ‫د‬ ‫راومال‬ ‫مساب‬ ‫ة‬ ‫فو‬ ‫ر‬ ‫عمال‬ ‫موسرال‬ ‫لودج‬ ( ‫ة‬ ‫يب‬ ‫س‬ ‫ن‬ ‫ال‬ ‫ةميقال‬ ‫سا‬ ‫ي‬ ‫ق‬ ‫م‬ RBRVS.) •RBRVS ‫ساس‬ ‫أ‬ ‫ىل‬ ‫ع‬ ‫ءاب‬ ‫ط‬ ‫ألا‬ ‫ع‬ ‫ف‬ ‫د‬ ‫ما‬ ‫ظ‬ ‫ن‬ - . ‫ةمدقمال‬ ‫ت‬ ‫ا‬ ‫م‬ ‫دخل‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫ب‬ ‫س‬ ‫ن‬ ‫ال‬ ‫ةميقال‬ - ‫ة‬ ‫د‬ ‫حو‬ •A ‫مت‬ ‫يذال‬ ‫د‬ ‫حوم‬ ‫ح‬ ‫ي‬ ‫جر‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫يب‬ ‫س‬ ‫ن‬ ‫ال‬ ‫ةميقال‬ ‫و‬ ‫أ‬ ‫ة‬ ‫ي‬ ‫حارج‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫مع‬ ‫ءارج‬ ‫إ‬ ، ‫ء‬ ‫اق‬ ‫ل‬ ‫ل‬ ‫ك‬ ‫ىإل‬ ‫ه‬ ‫نيي‬ ‫عت‬ . ‫ةكله‬ ‫ت‬ ‫س‬ ‫مال‬ ‫د‬ ‫راومال‬ ‫سك‬ ‫ع‬ ‫ت‬ ‫و‬ ‫نم‬ ‫ن‬ ‫و‬ ‫ك‬ ‫ت‬ ‫ت‬ ‫ة‬ ‫ي‬ ‫ب‬ ‫س‬ ‫ن‬ ‫ال‬ ‫ةميقال‬ ‫ة‬ ‫د‬ ‫حو‬ ‫م‬ ‫ت‬ ‫ي‬ •RVU ‫ب‬ ‫ا‬ ‫سح‬ ‫ةسر‬ ‫ا‬ ‫ممال‬ ‫و‬ ‫ل‬ ‫معال‬ RVU ،RVU ‫ة‬ ‫ين‬ ‫همال‬ ‫ة‬ ‫ي‬ ‫لوؤسمال‬ Copayments and Deductibles ‫تاموصخالو‬ ‫ال‬ ‫ت‬ ‫س‬ ‫د‬ ‫ي‬ ‫د‬ ‫ف‬ ‫ي‬ ‫ةكراشمال‬ Copayments and deductibles are a mechanism whereby the patient absorbs some of the cost of services provided. Copayment: A payment the patient is required to make to cover part of the cost of a health care service such as an office visit. These are a fixed amount or percentage of the charge. Deductibles: A base amount the patient is responsible for paying before insurance coverage begins. ‫ة‬ ‫ي‬ ‫آل‬ ‫ي‬ ‫ه‬ ‫ت‬ ‫ا‬ ‫م‬ ‫وصخال‬ ‫و‬ ‫ديدس‬ ‫ت‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ةكر‬ ‫اشمال‬ • ‫نم‬ ‫ض‬ ‫ع‬ ‫ب‬ ‫ض‬ ‫ي‬ ‫رمال‬ ‫ص‬ ‫ت‬ ‫مي‬ ‫ا‬ ‫ه‬ ‫لال‬ ‫خ‬ ‫ن‬ ‫م‬ ‫نكمي‬ . ‫ةمدقمال‬ ‫ت‬ ‫ا‬ ‫م‬ ‫دخال‬ ‫ةفلكت‬ : ‫ديدس‬ ‫ت‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ةكر‬ ‫اشمال‬ ‫ءزج‬ ‫ل‬ ‫ت‬ ‫غ‬ ‫ط‬ ‫ي‬ ‫ة‬ ‫اهب‬ ‫قال‬‫ي‬‫ا‬‫م‬ ‫ضيرمال‬ ‫نم‬ ‫لطي‬‫ب‬ ‫ةعفد‬ ‫ة‬ ‫ر‬ ‫ا‬ ‫ي‬ ‫ز‬ ‫لث‬ ‫م‬ ‫ة‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫ةمدخ‬ ‫ةفلكت‬ ‫ن‬ ‫م‬ ‫نم‬ ‫ة‬ ‫ي‬ ‫و‬ ‫ئ‬ ‫م‬ ‫ة‬ ‫ب‬ ‫سن‬ ‫و‬ ‫أ‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫غ‬ ‫ل‬ ‫ب‬ ‫م‬ ‫ي‬ ‫ه‬ ‫ه‬ ‫ذ‬ ‫ه‬ . ‫ب‬ ‫ت‬ ‫كمال‬ . ‫ةم‬ ‫ه‬ ‫ت‬ ‫ال‬ ‫ه‬ ‫ذه‬ : ‫ت‬ ‫ا‬ ‫م‬ ‫وصخال‬ ‫نع‬ ‫ل‬ ‫و‬ ‫ؤس‬ ‫م‬ ‫ال‬ ‫و‬ ‫ه‬ ‫ض‬ ‫ي‬ ‫رمال‬ ‫ة‬ ‫د‬ ‫ع‬ ‫ا‬ ‫ق‬ ‫ة‬ ‫ي‬ ‫مك‬ ‫كان‬ ‫ه‬ ‫و‬ . ‫ة‬ ‫ي‬ ‫ن‬ ‫ي‬ ‫م‬ ‫أت‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ط‬ ‫غ‬ ‫ت‬ ‫ال‬ ‫أد‬ ‫ب‬ ‫ت‬ ‫نأ‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ع‬ ‫فد‬ Parts of Medicare ‫ةيب‬ ‫ط‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ن‬ ‫م‬ ‫ء‬ ‫ا‬ ‫زجأ‬ Medicare has four parts: • Part A covers inpatient services • Part B covers physician and outpatient services • Part C Medicare Advantage Plans • Part D Prescription drug coverage ‫ء‬ ‫ازجأ‬ ‫ةعبرأ‬ ‫ا‬ ‫ه‬ ‫يد‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫بط‬ ‫ال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫ىض‬ ‫ر‬ ‫مال‬ ‫ة‬ ‫يا‬ ‫عر‬ ‫ت‬ ‫ا‬ ‫م‬ ‫د‬ ‫خ‬ ‫يطغ‬ ‫ت‬ ‫ف‬ ‫أل‬ ‫ءزجال‬ • ‫ادال‬‫خ‬‫ل‬‫ي‬‫ي‬‫ن‬ ‫ة‬ ‫ي‬ ‫جر‬ ‫اخ‬ ‫ال‬ ‫تا‬ ‫د‬ ‫اي‬ ‫عال‬ ‫و‬ ‫ب‬ ‫ي‬ ‫ب‬ ‫ط‬ ‫ال‬ ‫ب‬ ‫ء‬ ‫زجال‬ ‫يط‬ ‫غ‬ ‫ي‬ • ‫ت‬ ‫ا‬ ‫م‬ ‫دخال‬ ‫ء‬ ‫زجال‬ ‫ة‬ ‫ز‬ ‫ي‬ ‫م‬ ‫طط‬ ‫خ‬ •C ‫ة‬ ‫يب‬ ‫ط‬ ‫ال‬ ‫ء‬ ‫زجال‬ •D ‫ت‬ ‫ا‬ ‫ر‬ ‫دخ‬ ‫مال‬ ‫ة‬ ‫ي‬ ‫ب‬ ‫ط‬ ‫ةفصو‬ ‫ةي‬ ‫ط‬ ‫غت‬ Risk Sharing & Principles of Insurance ‫ن‬ ‫ي‬ ‫م‬ ‫أ‬ ‫ت‬ ‫ال‬ ‫ئدابم‬ ‫و‬ ‫رط‬ ‫اخمال‬ ‫مسا‬ ‫ق‬ ‫ت‬ • Goal of insurer is to set the premium at a rate that will be attractive to those buying the product will adequately cover the services rendered and as well as administrative costs • Health plan takes on risk because the premiums received must cover the cost of care and pay other expenses ‫ن‬ ‫ي‬ ‫م‬ ‫أ‬ ‫ت‬ ‫ال‬ ‫طسق‬ ‫د‬ ‫ي‬ ‫دح‬ ‫ت‬ ‫و‬ ‫ه‬ ‫ن‬ ‫ي‬ ‫م‬ ‫أ‬ ‫ت‬ ‫ال‬ ‫ن‬ ‫م‬ ‫فدهال‬ • ‫ك‬ ‫ئ‬ ‫ل‬ ‫وأل‬ ‫ة‬ ‫ب‬ ‫اذ‬ ‫ج‬ ‫نوكت‬ ‫ن‬ ‫أ‬ ‫اه‬ ‫ن‬ ‫أ‬ ‫ش‬ ‫ن‬ ‫م‬ ‫لدعم‬ ‫ب‬ ‫لكشب‬ ‫ي‬ ‫طغت‬ ‫ف‬ ‫و‬ ‫س‬ ‫ج‬ ‫تن‬ ‫م‬ ‫ال‬ ‫ن‬ ‫ورتش‬ ‫ي‬ ‫ن‬ ‫ي‬ ‫ذال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ك‬ ‫لذ‬ ‫ك‬ ‫و‬ ‫ةمد‬ ‫ق‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫مدخال‬ ‫ف‬ ‫اك‬ ‫ذ‬ ‫خأي‬ ‫ة‬ ‫ي‬ ‫رادإلا‬ ‫ىق‬ ‫لت‬ ‫ط‬ ‫ا‬ ‫س‬ ‫ق‬ ‫أ‬ ‫ب‬ ‫ب‬ ‫سب‬ ‫ر‬ ‫طخ‬ ‫ي‬ ‫ف‬ ‫ةح‬ ‫ص‬ ‫ال‬ ‫ة‬ ‫ط‬ ‫خ‬ • ‫ع‬ ‫ف‬ ‫د‬ ‫و‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ةفل‬ ‫ك‬ ‫ت‬ ‫ي‬ ‫طغت‬ ‫ن‬ ‫أ‬ ‫بجي‬ ‫ى‬ ‫ر‬ ‫خ‬ ‫أ‬ ‫ف‬ ‫ي‬ ‫راصم‬ Steerage ‫يجوت‬‫ه‬ • Technique used to influence a population. • Used in benefit plan design by self insured and other health plans to influence or steer enrollees toward . ‫ناك‬ ‫سال‬ ‫ىل‬ ‫ع‬ ‫ر‬ ‫يث‬ ‫أ‬ ‫ت‬ ‫ل‬ ‫ل‬ ‫مدخ‬ ‫ت‬ ‫ست‬ ‫ة‬ ‫ين‬ ‫قت‬ • ‫ن‬ ‫م‬ ‫ةداف‬ ‫ت‬ ‫سال‬ ‫ا‬ ‫ةطخ‬ ‫م‬ ‫ي‬ ‫مصت‬ ‫ي‬ ‫ف‬ ‫مدخ‬ ‫ت‬ ‫ست‬ • ‫ط‬ ‫ط‬ ‫خ‬ ‫نم‬ ‫ا‬ ‫ه‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫و‬ ‫ة‬ ‫حص‬ ‫ال‬ ‫و‬ ‫يتاذال‬ ‫ني‬ ‫م‬ ‫أ‬ ‫ت‬ ‫ال‬ ‫مادخ‬ ‫ت‬ ‫سا‬ ‫و‬ ‫حن‬ ‫تال‬ ‫جسمال‬ ‫ه‬ ‫ي‬ ‫جوت‬ ‫و‬ ‫أ‬ ‫ري‬ ‫ث‬ ‫أ‬ ‫ت‬ ‫لل‬
HCM 213- CH13 6 ‫نم‬6 ‫ةحفصال‬ using in-network providers by offering savings in the form of lower or no copayments or deductible. • Increases volume to participating providers. • Steerage- the influencing of patients to use a particular set of providers; an entity (often an employer or payor) may receive a discount for doing this. ‫ت‬ ‫ا‬ ‫رو‬ ‫ف‬ ‫و‬ ‫م‬ ‫ي‬ ‫دق‬ ‫ت‬ ‫ق‬ ‫ي‬ ‫رط‬ ‫ن‬ ‫ع‬ ‫ةك‬ ‫ب‬ ‫شال‬ ‫ي‬ ‫ف‬ ‫ي‬ ‫دوزم‬ ‫ال‬ ‫و‬ ‫أ‬ ‫لق‬ ‫أ‬ ‫ل‬ ‫كش‬ ‫ي‬ ‫ف‬ copayments. ‫م‬ ‫ص‬ ‫خ‬ ‫وأ‬ . ‫ةكر‬ ‫ا‬ ‫شمال‬ ‫ي‬ ‫مد‬ ‫ق‬ ‫مل‬ ‫مجح‬ ‫ن‬ ‫م‬ ‫د‬ ‫ي‬ ‫زي‬ • ‫ماد‬ ‫خت‬ ‫سال‬ ‫ىض‬ ‫رمال‬ ‫نم‬ ‫ة‬ ‫ر‬ ‫ثؤ‬ ‫مو‬ - ‫ا‬ ‫ه‬ ‫ي‬ ‫ج‬ ‫و‬ ‫ت‬ • ‫ا‬ ‫م‬ ‫اب‬ ‫الغ‬ ( ‫ن‬ ‫اي‬ ‫ك‬ ‫؛‬ ‫ن‬ ‫يد‬ ‫ر‬ ‫و‬ ‫مال‬ ‫نم‬ ‫ة‬ ‫ني‬ ‫عم‬ ‫ةعومجم‬ ‫ىل‬ ‫ع‬ ‫ل‬ ‫ص‬ ‫ح‬ ‫ت‬ ‫د‬ ‫ق‬ ) ‫ع‬ ‫ف‬ ‫اد‬ ‫ال‬ ‫و‬ ‫أ‬ ‫ل‬ ‫معال‬ ‫بحا‬ ‫ص‬ ‫ن‬ ‫و‬ ‫كي‬ . ‫كلذ‬ ‫ب‬ ‫ما‬ ‫ي‬ ‫قلل‬ ‫مصخ‬ Bundled Payments and Capitation ‫سو‬ ‫ؤ‬ ‫ر‬ ‫ال‬ ‫ة‬ ‫بي‬ ‫رضو‬ ‫ةع‬ ‫م‬ ‫ج‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ع‬ ‫و‬ ‫ف‬ ‫دمال‬ Bundled Payments: There are two bundled payment models that focus on inpatient services: 1. One model that focuses on post discharge care only. 2. Another is a combination in patient and postdischarge care. • Since 2012 Medicare is testing the payment initiative in which physicians and hospitals work together to provide inpatient and postdischarge care to Medicare patients. • Capitation is a form of payment that compensates the provider a certain amount per capita for a defined set of services. : ‫ةع‬ ‫م‬ ‫جمال‬ ‫تاع‬ ‫وفدمال‬ ‫زكرت‬ ‫ال‬ ‫ت‬ ‫ي‬ ‫ةعمجمال‬ ‫د‬ ‫ف‬ ‫ع‬ ‫جذامنال‬ ‫نم‬ ‫ناعون‬ ‫كانه‬ : ‫ن‬ ‫يي‬ ‫ل‬ ‫خاد‬ ‫ال‬ ‫ىض‬ ‫رمال‬ ‫ة‬ ‫يا‬ ‫عر‬ ‫تامد‬ ‫خ‬ ‫ىلع‬ ‫يتال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫عرال‬ ‫ىل‬ ‫ع‬ ‫زكري‬ ‫يذال‬ ‫ج‬ ‫ذو‬ ‫م‬ ‫ن‬ ‫ال‬ ‫دحا‬ ‫و‬ .9 . ‫ط‬ ‫قف‬ ‫غ‬ ‫ي‬ ‫رفت‬ ‫ال‬ ‫يلت‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫و‬ ‫ض‬ ‫ي‬ ‫رمال‬ ‫نم‬ ‫ج‬ ‫ي‬ ‫زم‬ ‫و‬ ‫ه‬ ‫ر‬ ‫خآ‬ .9 postdischarge. ‫ع‬ ‫فد‬ ‫ة‬ ‫ر‬ ‫دا‬ ‫ب‬ ‫م‬ ‫ر‬ ‫اب‬ ‫ت‬ ‫خاو‬ ‫ةي‬ ‫ب‬ ‫ط‬ ‫ال‬ ‫ة‬ ‫يا‬ ‫عرال‬ 9199 ‫ذن‬ ‫م‬ • ‫ر‬ ‫ي‬ ‫ف‬ ‫وت‬ ‫ل‬ ‫ا‬ ‫عم‬ ‫ل‬ ‫معت‬ ‫تا‬ ‫ي‬ ‫فش‬ ‫ت‬ ‫سمالو‬ ‫ء‬ ‫ا‬ ‫بط‬ ‫أل‬ ‫ا‬ ‫ه‬ ‫ي‬ ‫ف‬ ‫ةياعرالو‬ ‫ادال‬‫خ‬‫ل‬‫ي‬‫ي‬‫ن‬ ‫ىضرمال‬ postdischarge . ‫ة‬ ‫ي‬ ‫ب‬ ‫ط‬ ‫ال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫ىض‬ ‫رملل‬ ‫ع‬ ‫فد‬ ‫ال‬ ‫ال‬ ‫كشأ‬ ‫نم‬ ‫ل‬ ‫كش‬ ‫وه‬ ‫سوؤ‬ ‫ر‬ ‫ال‬ ‫ة‬ ‫بي‬ ‫رض‬ • ‫ي‬ ‫ف‬ ‫د‬ ‫ح‬ ‫ا‬ ‫وال‬ ‫د‬ ‫رفلل‬ ‫ن‬ ‫ي‬ ‫عم‬ ‫غ‬ ‫ل‬ ‫ب‬ ‫م‬ ‫مدقم‬ ‫ضو‬ ‫عي‬ ‫يتال‬ . ‫تامدخال‬ ‫نم‬ ‫ةددحم‬ ‫ةعومجم‬ Premium Setting Methods ‫ط‬ ‫سق‬ ‫داد‬ ‫ع‬ ‫إ‬ ‫ق‬ ‫ر‬ ‫ط‬ • Techniques to set premiums are actuarially based. • Two basic methods that payors use when developing premiums: 1. community rating 2. experience rating The difference is that community rating evaluates the health risk of a population as a whole, whereas experience rating focuses on assessing the potential medical expenditures of individuals in a group and then aggregates this information in order to calculate a group premium. . ‫تال‬‫أ‬‫م‬‫ي‬‫ن‬ ‫طاسقأ‬ ‫ل‬ ‫ت‬ ‫ح‬ ‫د‬ ‫ي‬ ‫د‬ ‫ت‬ ‫ق‬ ‫ن‬ ‫ي‬ ‫ا‬ ‫ت‬ ‫ا‬‫ك‬‫ت‬‫و‬‫ا‬‫ر‬‫ي‬‫ا‬ ‫قت‬‫و‬‫م‬ • ‫ي‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ساسألا‬ ‫ب‬ ‫ي‬ ‫السأل‬ ‫ا‬ ‫ن‬ ‫م‬ ‫ن‬ ‫ا‬ ‫نث‬ ‫ا‬ • : ‫ط‬ ‫اس‬ ‫ق‬ ‫ألا‬ ‫ع‬ ‫ض‬ ‫و‬ ‫د‬ ‫ن‬ ‫ع‬ ‫يع‬ ‫ف‬ ‫ا‬ ‫د‬ ‫اه‬ ‫مدخ‬ ‫ت‬ ‫سي‬ ‫ع‬ ‫م‬ ‫ت‬ ‫جمال‬ .9 ‫ف‬ ‫ين‬ ‫صت‬ ‫ةرب‬ ‫خ‬ .9 ‫ف‬ ‫ين‬ ‫صت‬ ‫مي‬ ‫ي‬ ‫ق‬ ‫ت‬ ‫ب‬ ‫ع‬ ‫م‬ ‫ت‬ ‫جمال‬ ‫ف‬ ‫ين‬ ‫ص‬ ‫ت‬ ‫ن‬ ‫أ‬ ‫و‬ ‫ه‬ ‫قرفالو‬ ‫ن‬ ‫ي‬ ‫ح‬ ‫ي‬ ‫ف‬ ، ‫لكك‬ ‫ناك‬ ‫سلل‬ ‫ة‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫رط‬ ‫اخمال‬ ‫ت‬ ‫ا‬ ‫ق‬ ‫ف‬ ‫ن‬ ‫ال‬ ‫م‬ ‫يي‬ ‫قت‬ ‫ىل‬ ‫ع‬ ‫ف‬ ‫ين‬ ‫ص‬ ‫ت‬ ‫ة‬ ‫ب‬ ‫رجت‬ ‫ز‬ ‫ك‬ ‫ري‬ ‫م‬ ‫ث‬ ‫و‬ ‫ة‬ ‫عو‬ ‫م‬ ‫جم‬ ‫ي‬ ‫ف‬ ‫دار‬ ‫فأل‬ ‫ا‬ ‫ن‬ ‫م‬ ‫ةلم‬ ‫ت‬ ‫حمال‬ ‫ة‬ ‫يب‬ ‫طال‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫لجأ‬ ‫نم‬ ‫ت‬ ‫امولعمال‬ ‫هذ‬ ‫ه‬ ‫ع‬ ‫ي‬ ‫م‬ ‫ا‬ ‫جمال‬ . ‫ة‬ ‫ع‬ ‫ومجمال‬ ‫ط‬ ‫س‬ ‫ق‬ Evolving Issues and Technology ‫ا‬ ‫ي‬ ‫جولون‬ ‫كت‬ ‫الو‬ ‫ة‬ ‫رو‬ ‫ط‬ ‫ت‬ ‫م‬ ‫ال‬ ‫ا‬ ‫ي‬ ‫اضق‬ • Linkages to quality with payment • Pay for performance • Pay for reporting • Desire to employ technology in ways not yet explored • Information services has moved from accounting based to an integrated delivery, payment and quality system ‫ع‬ ‫فد‬ ‫ع‬ ‫م‬ ‫ة‬ ‫دو‬ ‫ج‬ ‫ع‬ ‫م‬ ‫طب‬ ‫اورال‬ • ‫ه‬ ‫يال‬ ‫ع‬ ‫ه‬ ‫ئ‬ ‫اف‬ ‫كل‬ ‫ع‬ ‫ف‬ ‫د‬ ‫أ‬ • ‫ر‬ ‫ي‬ ‫ر‬ ‫اقت‬ ‫ال‬ ‫داد‬ ‫عإل‬ ‫ع‬ ‫فد‬ ‫ال‬ • ‫مل‬ ‫ق‬ ‫ر‬ ‫ط‬ ‫ب‬ ‫اي‬ ‫جول‬ ‫و‬ ‫ن‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ظ‬ ‫و‬ ‫ت‬ ‫ي‬ ‫ف‬ ‫ةبغ‬ ‫ر‬ ‫ال‬ • ‫د‬ ‫عب‬ ‫ف‬ ‫ش‬ ‫ك‬ ‫ت‬ ‫ست‬ ‫قال‬‫ا‬‫ئ‬‫م‬ ‫ةبساحمال‬ ‫نم‬ ‫تامولعمال‬ ‫تامدخ‬ ‫ا‬ ‫ن‬ ‫ت‬ ‫ق‬ ‫ل‬ ‫ت‬ • ‫ل‬ ‫م‬ ‫ا‬ ‫ك‬ ‫ت‬ ‫م‬ ‫ة‬ ‫د‬ ‫وج‬ ‫و‬ ‫ع‬ ‫ف‬ ‫د‬ ‫ال‬ ‫و‬ ‫م‬ ‫ي‬ ‫ل‬ ‫س‬ ‫ت‬ ‫ال‬ ‫ما‬ ‫ظ‬ ‫ن‬ ‫ىلع‬ Summary • Population health concerns and rising costs are driving changes and development of new and different payment methods • System continues to evolve with an increased focus on quality, value and access. ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫عا‬ ‫ف‬ ‫ت‬ ‫ر‬ ‫ا‬ ‫و‬ ‫ناك‬ ‫سلل‬ ‫ة‬ ‫ي‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫لك‬ ‫ا‬ ‫شمال‬ • ‫ةديد‬ ‫ج‬ ‫عف‬ ‫د‬ ‫ال‬ ‫ل‬ ‫ئ‬ ‫اس‬ ‫و‬ ‫ر‬ ‫ي‬ ‫و‬ ‫ط‬ ‫ت‬ ‫و‬ ‫ت‬ ‫ار‬ ‫ي‬ ‫غ‬ ‫ت‬ ‫ال‬ ‫ع‬ ‫ف‬ ‫دت‬ ‫تخمو‬‫ل‬‫ف‬‫ة‬ ‫ز‬ ‫ي‬ ‫كر‬ ‫ت‬ ‫ال‬ ‫ةدا‬ ‫ي‬ ‫ز‬ ‫ع‬ ‫م‬ ‫روط‬ ‫تت‬ ‫ل‬ ‫م‬ ‫ا‬ ‫ظ‬ ‫ن‬ ‫ال‬ ‫ل‬ ‫صا‬ ‫وت‬ • . ‫ل‬ ‫و‬ ‫ص‬ ‫و‬ ‫ال‬ ‫و‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ ‫و‬ ‫ة‬ ‫دو‬ ‫ج‬ ‫ال‬ ‫ىلع‬

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TESTBANKHCM213

  • 1.
    HCM 213-ch1 Context ofHealth Care Financial Management ‫ة‬ ‫ي‬ ‫ح‬ ‫صال‬ ‫ة‬ ‫يا‬ ‫ع‬ ‫رلل‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫ةرا‬ ‫دإل‬ ‫ا‬ ‫قا‬ ‫ي‬ ‫س‬ Learning Objectives ‫مل‬ ‫عت‬ ‫ال‬ ‫فا‬ ‫د‬ ‫هأ‬ Identify key elements that are driving changes in health care delivery Identify key approaches to controlling health care costs and resulting ethical issues Identify key changes in reimbursement mechanisms to providers ‫ي‬ ‫ف‬ ‫ةد‬ ‫ا‬ ‫ي‬ ‫قال‬ ‫تار‬ ‫يي‬ ‫غ‬ ‫ت‬ ‫ال‬ ‫ي‬ ‫ه‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ئ‬ ‫رال‬ ‫رصا‬ ‫ن‬ ‫ع‬ ‫ال‬ ‫د‬ ‫ي‬ ‫دحت‬ ‫ةي‬ ‫حصال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫م‬ ‫ي‬ ‫دقت‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ىل‬ ‫ع‬ ‫ةر‬ ‫ط‬ ‫ي‬ ‫سلل‬ ‫ة‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ئ‬ ‫رال‬ ‫ج‬ ‫ه‬ ‫ن‬ ‫ال‬ ‫د‬ ‫ي‬ ‫دحت‬ ‫ةي‬ ‫قال‬ ‫خأ‬ ‫ا‬ ‫ي‬ ‫اض‬ ‫ق‬ ‫ن‬ ‫م‬ ‫اه‬ ‫ن‬ ‫ع‬ ‫جتن‬ ‫ي‬ ‫ام‬ ‫و‬ ‫ة‬ ‫ي‬ ‫حصال‬ ‫ي‬ ‫مد‬ ‫ق‬ ‫م‬ ‫ل‬ ‫دادسال‬ ‫ت‬ ‫ا‬ ‫ي‬ ‫آل‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ئ‬ ‫رال‬ ‫تار‬ ‫ي‬ ‫غ‬ ‫ت‬ ‫ال‬ ‫ىل‬ ‫ع‬ ‫فرع‬ ‫ت‬ ‫ال‬ Lowering Costs ‫ف‬ ‫ي‬ ‫ال‬ ‫كت‬ ‫ال‬ ‫ضفخ‬ Patient Protection and Affordable Care Act (ACA) The Affordable Care Act puts consumers back in charge of their health care. Under the law, a new “Patient’s Bill of Rights” gives the American people the stability and flexibility they need to make informed choices about their health. CMS trying to control rising costs Center for Medicare and Medicaid Services (CMS) demonstrate definitively that private insurance is increasingly less efficient than Medicare. Value Based Purchasing (VBP) Payment methodology that rewards quality of care through payment incentives and transparency in health care. ‫ة‬ ‫لوقعم‬ ‫را‬ ‫ع‬ ‫س‬ ‫أ‬ ‫ب‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫نوناق‬ ‫و‬ ‫ض‬ ‫ي‬ ‫رم‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ام‬ ‫ح‬ (ACA) ‫ةرم‬ ‫ن‬ ‫ي‬ ‫ك‬ ‫ل‬ ‫ه‬ ‫ت‬ ‫سمال‬ ‫عض‬ ‫ي‬ ‫ةلوقعم‬ ‫را‬ ‫ع‬ ‫سأب‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫نوناق‬ ‫ب‬ ‫ج‬ ‫وم‬ ‫ب‬ ‫و‬ . ‫ة‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ن‬ ‫ع‬ ‫ل‬ ‫و‬ ‫ؤ‬ ‫سمال‬ ‫ي‬ ‫ف‬ ‫ىرخأ‬ ‫ب‬ ‫عشال‬ ‫ي‬ ‫طعي‬ ‫د‬ ‫ي‬ ‫د‬ ‫ج‬ " ‫ق‬ ‫وق‬ ‫ح‬ ‫ن‬ ‫م‬ ‫ض‬ ‫ي‬ ‫رم‬ ‫ال‬ ‫ل‬ ‫ي‬ ‫ب‬ " ، ‫نونا‬ ‫ق‬ ‫ال‬ ‫ال‬ ‫ت‬ ‫خ‬ ‫ا‬‫ذ‬ ‫ي‬ ‫ح‬ ‫ت‬ ‫ا‬ ‫ج‬ ‫و‬ ‫ن‬ ‫ه‬ ‫ا‬ ‫ال‬ ‫ت‬ ‫ي‬ ‫و‬ ‫ال‬ ‫م‬ ‫ر‬ ‫و‬ ‫ن‬ ‫ة‬ ‫ا‬‫ال‬ ‫س‬ ‫ت‬ ‫ق‬ ‫ر‬ ‫ا‬‫ر‬ ‫ا‬‫أل‬ ‫م‬ ‫ر‬ ‫ي‬ ‫ك‬ ‫ي‬ . ‫م‬ ‫ه‬ ‫ت‬ ‫حص‬ ‫نأش‬ ‫ب‬ ‫ةري‬ ‫نت‬ ‫سم‬ ‫ت‬ ‫ارارق‬ ‫ال‬ ‫ت‬ ‫ك‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ا‬‫ر‬ ‫ت‬ ‫ف‬ ‫ا‬ ‫ع‬ ‫ع‬ ‫ل‬‫ى‬ ‫ل‬ ‫ل‬‫س‬ ‫ي‬ ‫ط‬ ‫ر‬ ‫ة‬ ‫م‬ ‫ح‬ ‫ا‬‫و‬ ‫ل‬‫ة‬ C M S ‫ت‬ ‫بث‬ ‫ت‬ (CMS) ‫ةيب‬ ‫ط‬ ‫ال‬ ‫ت‬ ‫امدخ‬ ‫ال‬ ‫و‬ ‫ة‬ ‫ي‬ ‫حصال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رلل‬ ‫زكرم‬ ‫م‬ ‫ن‬ ‫ك‬ ‫ف‬ ‫ا‬‫ء‬ ‫ة‬ ‫أ‬ ‫ق‬ ‫ل‬ ‫م‬ ‫ت‬ ‫ز‬ ‫ا‬ ‫ي‬ ‫د‬ ‫ب‬ ‫ش‬ ‫ك‬ ‫ل‬ ‫ال‬ ‫خ‬ ‫ا‬ ‫ص‬ ‫ال‬ ‫ت‬ ‫أ‬ ‫م‬ ‫ي‬ ‫ن‬ ‫أ‬ ‫ن‬ ‫ق‬ ‫ا‬ ‫ط‬ ‫ع‬ ‫ب‬ ‫ش‬ ‫ك‬ ‫ل‬ . ‫ةيب‬ ‫طال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ (VBP) ‫ت‬ ‫ا‬ ‫ي‬ ‫ر‬ ‫ت‬ ‫شمال‬ ‫ادا‬ ‫نت‬ ‫سا‬ ‫ةم‬ ‫ي‬ ‫ق‬ ‫ز‬ ‫ف‬ ‫اوح‬ ‫ال‬ ‫لال‬ ‫خ‬ ‫ن‬ ‫م‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ة‬ ‫ي‬ ‫عو‬ ‫ن‬ ‫ئفاك‬ ‫ت‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ع‬ ‫ف‬ ‫دال‬ ‫ة‬ ‫ي‬ ‫جه‬ ‫ن‬ ‫م‬ . ‫ةي‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫ر‬ ‫ال‬ ‫ال‬ ‫ج‬ ‫م‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫ي‬ ‫ف‬ ‫افشال‬ ‫و‬ ‫ع‬ ‫فد‬ Goals of the Health Care System ‫ة‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫ة‬ ‫يا‬ ‫ع‬ ‫ر‬ ‫ال‬ ‫ماظن‬ ‫فا‬ ‫د‬ ‫هأ‬ Access Cost Quality ‫و‬ ‫ص‬ ‫و‬ ‫ل‬ ‫ة‬ ‫ف‬ ‫لك‬ ‫ةدوج‬ 1. Access 1. ‫ال‬ ‫و‬ ‫ص‬ ‫و‬ ‫ل‬ • Help establish Health Insurance Marketplaces in every state to expand access to coverage for individuals and small businesses, reduce administrative expenses, and increase competition; • Work with states to expand Medicaid coverage to more low-income Americans; • Enhance HealthCare gov, which empowers consumers to make informed choices about health care options ‫لك‬ ‫يف‬ ‫قاوسال‬ ‫ا‬ ‫يح‬ ‫ص‬ ‫ال‬ ‫ن‬ ‫يمأتال‬ ‫س‬ ‫ي‬ ‫سأت‬ ‫د‬ ‫ع‬ ‫ا‬ ‫س‬ • ‫ل‬ ‫أل‬ ‫ف‬ ‫ر‬ ‫ا‬‫د‬ ‫ت‬ ‫غ‬ ‫ط‬ ‫ي‬ ‫ة‬ ‫إل‬ ‫ى‬ ‫ال‬ ‫و‬ ‫ص‬ ‫و‬ ‫ل‬ ‫ن‬ ‫ط‬ ‫ا‬ ‫ق‬ ‫ل‬ ‫ت‬ ‫و‬ ‫س‬ ‫ي‬ ‫ع‬ ‫و‬ ‫ال‬ ‫ي‬ ‫ة‬ ، ‫ة‬ ‫ي‬ ‫را‬ ‫دإل‬ ‫ا‬ ‫تاق‬ ‫ف‬ ‫ن‬ ‫ال‬ ‫نم‬ ‫د‬ ‫حال‬ ‫و‬ ، ‫ةر‬ ‫يغ‬ ‫صال‬ ‫تاك‬ ‫رشالو‬ ‫؛‬ ‫ة‬ ‫سفان‬ ‫م‬ ‫ال‬ ‫ةدايزو‬ ‫ال‬ ‫ط‬ ‫ب‬ ‫ي‬ ‫ة‬ ‫ال‬ ‫م‬ ‫س‬ ‫ا‬ ‫ع‬ ‫د‬ ‫ا‬ ‫ت‬ ‫ت‬ ‫غ‬ ‫ط‬ ‫ي‬ ‫ة‬ ‫ل‬ ‫ت‬ ‫و‬ ‫س‬ ‫ي‬ ‫ع‬ ‫ال‬ ‫د‬ ‫و‬ ‫ل‬ ‫م‬ ‫ع‬ ‫ال‬ ‫ع‬ ‫م‬ ‫ل‬ • ‫؛ض‬ ‫ف‬ ‫خ‬ ‫نم‬ ‫ال‬ ‫لخدال‬ ‫يو‬ ‫ذ‬ ‫ن‬ ‫ييك‬ ‫ر‬ ‫يم‬ ‫أل‬ ‫ا‬ ‫نم‬ ‫ديز‬ ‫م‬ ‫ال‬ ‫ى‬ ‫إل‬ • ‫ت‬ ‫م‬ ‫ك‬ ‫ن‬ ‫و‬ ‫ال‬ ‫ت‬ ‫ي‬ ، ‫ز‬ ‫ا‬‫و‬ ‫ي‬ ‫ه‬ ‫ال‬ ‫ص‬ ‫ح‬ ‫ي‬ ‫ة‬ ‫ال‬ ‫ر‬ ‫ع‬ ‫ا‬ ‫ي‬ ‫ة‬ ‫ت‬ ‫ع‬ ‫ز‬ ‫ي‬ ‫ز‬ ‫خ‬ ‫ي‬ ‫ا‬‫ر‬ ‫ا‬ ‫ت‬ ‫ب‬ ‫ش‬ ‫أ‬ ‫ن‬ ‫م‬ ‫س‬ ‫ت‬ ‫ن‬ ‫ي‬ ‫ر‬ ‫ة‬ ‫ق‬ ‫ر‬ ‫ا‬‫ر‬ ‫ا‬ ‫ت‬ ‫ا‬ ‫ت‬ ‫خ‬ ‫ا‬‫ذ‬ ‫م‬ ‫ن‬ ‫ال‬ ‫م‬ ‫س‬ ‫ت‬ ‫ه‬ ‫ل‬‫ك‬ ‫ي‬ ‫ن‬ ‫ة‬ ‫ي‬ ‫حصال‬ ‫ة‬ ‫يا‬ ‫عرال‬ 3 ‫نم‬1 ‫ةحفصال‬
  • 2.
    3 ‫نم‬2 ‫ةحفصال‬ HCM213-ch1 2. Cost 2. ‫ال‬ ‫ت‬ ‫ك‬ ‫ل‬‫ف‬ ‫ة‬ • Improve accessibility and integration of health care databases so researchers can identify cost-saving, health-protective, and quality-enhancing practices • Improve management of health care cost information to identify key drivers of high costs and reduce delivery of ineffective and inappropriate care; • Adopt and implement Affordable Care Act provisions to standardize administrative claims transactions and to achieve greater interoperability between administrative and clinical data ‫ال‬ ‫ب‬ ‫ي‬ ‫ا‬ ‫ن‬ ‫ا‬ ‫ت‬ ‫ق‬ ‫و‬ ‫ا‬ ‫ع‬ ‫د‬ ‫و‬ ‫ت‬ ‫ك‬ ‫ا‬ ‫م‬ ‫ل‬ ‫ال‬ ‫و‬ ‫ص‬ ‫و‬ ‫ل‬ ‫إ‬ ‫م‬ ‫ك‬ ‫ا‬ ‫ن‬ ‫ي‬ ‫ة‬ ‫ت‬ ‫ح‬ ‫س‬ ‫ي‬ ‫ن‬ • ‫م‬ ‫و‬ ‫ف‬ ‫ر‬ ‫ة‬ ‫ت‬ ‫ح‬ ‫د‬ ‫ي‬ ‫د‬ ‫ل‬ ‫ل‬‫ب‬ ‫ا‬ ‫ح‬ ‫ث‬ ‫ي‬ ‫ن‬ ‫ي‬ ‫م‬ ‫ك‬ ‫ن‬ ‫ب‬ ‫ح‬ ‫ي‬ ‫ث‬ ‫ال‬ ‫ص‬ ‫ح‬ ‫ي‬ ‫ة‬ ‫ال‬ ‫ر‬ ‫ع‬ ‫ا‬ ‫ي‬ ‫ة‬ ‫زز‬ ‫ع‬ ‫ت‬ ‫يتال‬ ‫تاسرام‬ ‫م‬ ‫ال‬ ‫و‬ ، ‫ة‬ ‫يئا‬ ‫ق‬ ‫وال‬ ‫ة‬ ‫ح‬ ‫صال‬ ، ‫ة‬ ‫ف‬ ‫لك‬ ‫ت‬ ‫لل‬ ‫ج‬ ‫و‬ ‫د‬ ‫ة‬ ‫ال‬ ‫ص‬ ‫ح‬ ‫ي‬ ‫ة‬ ‫ال‬ ‫ر‬ ‫ع‬ ‫ا‬ ‫ي‬ ‫ة‬ ‫ت‬ ‫ك‬ ‫ل‬‫ف‬ ‫ة‬ ‫ال‬ ‫م‬ ‫ع‬ ‫ل‬‫و‬ ‫م‬ ‫ا‬ ‫ت‬ ‫إ‬‫د‬ ‫ا‬‫ر‬ ‫ة‬ ‫ت‬ ‫ح‬ ‫س‬ ‫ي‬ ‫ن‬ • ‫نم‬ ‫د‬ ‫حال‬ ‫و‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫كت‬ ‫ال‬ ‫عاف‬ ‫ت‬ ‫رال‬ ‫ة‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ئ‬ ‫رال‬ ‫عف‬ ‫ا‬ ‫ود‬ ‫ال‬ ‫ديدحتل‬ . ‫ة‬ ‫ق‬ ‫ئ‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غو‬ ‫ةال‬ ‫ع‬ ‫ف‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫ميدقت‬ ‫ة‬ ‫ل‬ ‫و‬ ‫ق‬ ‫ع‬ ‫م‬ ‫راع‬ ‫سأ‬ ‫ب‬ ‫ة‬ ‫يا‬ ‫ع‬ ‫رال‬ ‫ن‬ ‫و‬ ‫ن‬ ‫ا‬ ‫ق‬ ‫ماكحأ‬ ‫ذي‬ ‫ف‬ ‫نت‬ ‫و‬ ‫د‬ ‫ا‬ ‫مت‬ ‫عا‬ • ‫ق‬ ‫د‬ ‫ر‬ ‫و‬ ‫ت‬ ‫ح‬ ‫ق‬ ‫ي‬ ‫ق‬ ‫ا‬‫إل‬ ‫د‬ ‫ا‬‫ر‬ ‫ي‬ ‫ة‬ ‫ال‬ ‫م‬ ‫ط‬ ‫ال‬ ‫ب‬ ‫ا‬ ‫ت‬ ‫ال‬ ‫م‬ ‫ع‬ ‫ا‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ل‬ ‫ت‬ ‫و‬ ‫ح‬ ‫ي‬ ‫د‬ ‫و‬ ‫ال‬ ‫س‬ ‫ر‬ ‫ي‬ ‫ر‬ ‫ي‬ ‫ة‬ ‫ا‬‫إل‬ ‫د‬ ‫ا‬‫ر‬ ‫ي‬ ‫ة‬ ‫ال‬ ‫ب‬ ‫ي‬ ‫ا‬ ‫ن‬ ‫ا‬ ‫ت‬ ‫ب‬ ‫ي‬ ‫ن‬ ‫ال‬ ‫ت‬ ‫و‬ ‫ا‬ ‫ف‬ ‫ق‬ ‫م‬ ‫ن‬ ‫أ‬ ‫ك‬ ‫ب‬ ‫ر‬ 3. Quality 3. ‫ج‬ ‫و‬ ‫د‬ ‫ة‬ • Identify innovative solutions to minimize harm in all settings by engaging local front- line providers, patients, and families in multi-stakeholder meetings • Implement Learning and Action Networks to share best practices for promoting quality, patient safety, prevention, health literacy, and improved care transitions • Improve the quality of, safety of, and access to care in long-term services and supports settings, behavioral health services, and acute care hospitals, and through state health departments; ‫ة‬ ‫ف‬ ‫ا‬ ‫ك‬ ‫يف‬ ‫رار‬ ‫ض‬ ‫أل‬ ‫ا‬ ‫نم‬ ‫د‬ ‫حلل‬ ‫ةر‬ ‫ك‬ ‫ت‬ ‫ب‬ ‫م‬ ‫ل‬ ‫ول‬ ‫ح‬ ‫ديدح‬ ‫ت‬ • ‫ط‬ ‫و‬ ‫طخال‬ ‫يف‬ ‫ة‬ ‫ي‬ ‫لحم‬ ‫ال‬ ‫طارخنال‬ ‫ا‬ ‫لالخ‬ ‫نم‬ ‫ت‬ ‫ا‬ ‫د‬ ‫ا‬ ‫د‬ ‫عإل‬ ‫ا‬ ‫ف‬ ‫ي‬ ‫و‬ ‫ا‬‫أل‬ ‫س‬ ‫ر‬ ، ‫و‬ ‫ال‬ ‫م‬ ‫ر‬ ‫ض‬ ‫ى‬ ، ‫ال‬ ‫خ‬ ‫د‬ ‫م‬ ‫ا‬ ‫ت‬ ‫م‬ ‫ق‬ ‫د‬ ‫م‬ ‫ي‬ ‫ا‬‫أل‬ ‫م‬ ‫ا‬ ‫م‬ ‫ي‬ ‫ة‬ ‫ن‬ ‫يد‬ ‫د‬ ‫عتم‬ ‫ال‬ ‫ةحل‬ ‫ص‬ ‫م‬ ‫ال‬ ‫باح‬ ‫صأ‬ ‫تا‬ ‫ع‬ ‫امت‬ ‫جا‬ ‫لض‬ ‫ف‬ ‫أ‬ ‫ل‬ ‫د‬ ‫ا‬ ‫ب‬ ‫ت‬ ‫ل‬ ‫ل‬ ‫مع‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫كب‬ ‫شو‬ ‫مل‬ ‫عت‬ ‫ال‬ ‫قي‬ ‫ب‬ ‫طت‬ • ، ‫ىضر‬ ‫م‬ ‫ال‬ ‫ة‬ ‫م‬ ‫السو‬ ‫ةدوجال‬ ‫ز‬ ‫ي‬ ‫ز‬ ‫عت‬ ‫ل‬ ‫تاسرام‬ ‫م‬ ‫ال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫ن‬ ‫ي‬ ‫سح‬ ‫ت‬ ‫و‬ ، ‫ة‬ ‫حصال‬ ‫و‬ ‫ة‬ ‫يم‬ ‫أل‬ ‫ا‬ ‫وح‬ ‫م‬ ‫و‬ ، ‫ة‬ ‫ياقو‬ ‫الو‬ ‫ال‬ ‫ت‬ ‫ح‬ ‫و‬ ‫ال‬ ‫ت‬ ‫يف‬ ‫ة‬ ‫يا‬ ‫عر‬ ‫ال‬ ‫ى‬ ‫إل‬ ‫ل‬ ‫وصوال‬ ‫و‬ ‫ة‬ ‫م‬ ‫السالو‬ ‫ةدو‬ ‫ج‬ ‫ن‬ ‫ي‬ ‫سحت‬ • ، ‫تادا‬ ‫د‬ ‫ع‬ ‫إ‬ ‫م‬ ‫ع‬ ‫د‬ ‫ت‬ ‫و‬ ، ‫ل‬ ‫يوط‬ ‫ال‬ ‫ى‬ ‫د‬ ‫م‬ ‫ال‬ ‫ى‬ ‫لع‬ ‫تامد‬ ‫خال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫ت‬ ‫ا‬ ‫يف‬ ‫ش‬ ‫ت‬ ‫س‬ ‫م‬ ‫و‬ ، ‫ة‬ ‫يكولسال‬ ‫ة‬ ‫ي‬ ‫حصال‬ ‫تامد‬ ‫خال‬ ‫و‬ . ‫ل‬ ‫ل‬‫د‬ ‫و‬ ‫ل‬‫ة‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ب‬ ‫ع‬ ‫ة‬ ‫ال‬ ‫ص‬ ‫ح‬ ‫ي‬ ‫ة‬ ‫ا‬‫إل‬ ‫د‬ ‫ا‬‫ر‬ ‫ا‬ ‫ت‬ ‫خ‬ ‫ال‬ ‫ل‬ ‫و‬ ‫م‬ ‫ن‬ ، ‫ال‬ ‫ح‬ ‫ا‬‫د‬ ‫ة‬ Changing Methods Of Health Care Financing and Delivery ‫م‬ ‫ي‬ ‫لستو‬ ‫ة‬ ‫ي‬ ‫ح‬ ‫صال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫ل‬ ‫يو‬ ‫م‬ ‫ت‬ ‫قرط‬ ‫ر‬ ‫ي‬ ‫ي‬ ‫غ‬ ‫ت‬ • Requirement that almost all individuals have insurance coverage • Requirement that states create insurance exchanges • Provisions for expansion of Medicaid (is a social health care program for families and individuals with low income and resources) • Provisions for medical loss ratio and premium rate reviews • Bundled payments and VBP • Accountable Care Organizations ‫ة‬ ‫ي‬ ‫ط‬ ‫غ‬ ‫ت‬ ‫مه‬ ‫ي‬ ‫د‬ ‫ل‬ ‫د‬ ‫ا‬ ‫رفأل‬ ‫ا‬ ‫عيم‬ ‫ج‬ ‫نم‬ ‫ب‬ ‫رقي‬ ‫ام‬ ‫نأ‬ ‫بوج‬ ‫و‬ • ‫ت‬ ‫أ‬ ‫م‬ ‫ي‬ ‫ن‬ ‫ي‬ ‫ة‬ ‫ن‬ ‫يمأتال‬ ‫قاوسأ‬ ‫ءا‬ ‫شن‬ ‫إ‬ ‫ى‬ ‫لع‬ ‫صن‬ ‫ت‬ ‫نأ‬ ‫بوج‬ ‫و‬ • ‫ع‬ ‫ن‬ ‫ع‬ ‫ب‬ ‫ا‬‫ر‬ ‫ة‬ ‫ه‬ ‫و‬( ‫ال‬ ‫ط‬ ‫ب‬ ‫ي‬ ‫ة‬ ‫ال‬ ‫م‬ ‫س‬ ‫ا‬ ‫ع‬ ‫د‬ ‫ة‬ ‫ل‬ ‫ت‬ ‫و‬ ‫س‬ ‫ي‬ ‫ع‬ ‫أ‬ ‫ح‬ ‫ك‬ ‫ا‬ ‫م‬ • ‫و‬ ‫ا‬‫أل‬ ‫ف‬ ‫ر‬ ‫ا‬‫د‬ ‫ل‬ ‫أل‬ ‫س‬ ‫ر‬ ‫ا‬‫ال‬ ‫ج‬ ‫ت‬ ‫م‬ ‫ا‬ ‫ع‬ ‫ي‬ ‫ال‬ ‫ص‬ ‫ح‬ ‫ي‬ ‫ة‬ ‫ال‬ ‫ر‬ ‫ع‬ ‫ا‬ ‫ي‬ ‫ة‬ ‫ب‬ ‫ر‬ ‫ن‬ ‫ا‬ ‫م‬ ‫ج‬ ) ‫د‬ ‫راو‬ ‫م‬ ‫ال‬ ‫و‬ ‫ضفخ‬ ‫ن‬ ‫م‬ ‫ال‬ ‫لخدال‬ ‫يوذ‬ ‫طس‬ ‫ق‬ ‫ل‬ ‫دع‬ ‫م‬ ‫تاع‬ ‫جار‬ ‫م‬ ‫و‬ ‫ة‬ ‫يب‬ ‫طال‬ ‫ةراسخال‬ ‫ة‬ ‫ب‬ ‫س‬ ‫ن‬ ‫ل‬ ‫ماكحأ‬ • ‫ال‬ ‫ت‬ ‫أ‬ ‫م‬ ‫ي‬ ‫ن‬ VBP ‫و‬ ‫ة‬ ‫عم‬ ‫ج‬ ‫م‬ ‫ال‬ ‫تا‬ ‫ع‬ ‫وفدمال‬ • ‫ةلءاسم‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫نع‬ ‫ال‬ ‫تام‬ ‫ظ‬ ‫ن‬ ‫م‬ ‫ال‬ • Trends ‫ا‬ ‫ت‬ ‫ج‬ ‫ا‬ ‫ه‬ ‫ا‬ ‫ت‬ • Rise of uninsured from 36 million to 50 million 2001-2010 • ACA authorizes competitive insurance marketplace • Rise of uncompensated care for the uninsured 2001-2011 • Accountable Care Organizations • Patient Centered Medical Home • New technology • VBP -00333333 ‫مه‬ ‫ي‬ ‫لع‬ ‫ن‬ ‫مؤ‬ ‫م‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫عاف‬ ‫ت‬ ‫را‬ • 1323-1332 03333333 ‫ن‬ ‫يمأ‬ ‫ت‬ ‫ال‬ ‫ق‬ ‫و‬ ‫سال‬ ‫ة‬ ‫ي‬ ‫سفانت‬ ‫ل‬ ‫وخ‬ ‫ي‬ ACA • -1332 ‫ن‬ ‫مؤ‬ ‫م‬ ‫ال‬ ‫ر‬ ‫يغ‬ ‫ل‬ ‫ة‬ ‫يناجمال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫دوع‬ ‫ص‬ • 1322 ‫ةلءاسم‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫نع‬ ‫ال‬ ‫تام‬ ‫ظ‬ ‫ن‬ ‫م‬ ‫ال‬ • ‫ة‬ ‫يب‬ ‫طال‬ ‫ة‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ئ‬ ‫رال‬ ‫اهروح‬ ‫م‬ ‫ضير‬ ‫م‬ ‫ال‬ • ‫ة‬ ‫ديد‬ ‫ج‬ ‫اي‬ ‫ج‬ ‫ولو‬ ‫ن‬ ‫ك‬ ‫ت‬ • VBP •
  • 3.
    HCM 213-ch1 Factors Affectingthe Cost of Care ‫ة‬ ‫يا‬ ‫عرال‬ ‫ة‬ ‫ف‬ ‫لكت‬ ‫يف‬ ‫ةر‬ ‫ث‬ ‫ؤ‬ ‫م‬ ‫ال‬ ‫ل‬ ‫م‬ ‫او‬ ‫ع‬ ‫ال‬ Impacts to Reimbursement ‫د‬ ‫ا‬ ‫د‬ ‫سل‬ ‫راثآل‬ ‫ا‬ • Cost Accounting Systems • Group Purchasing Organizations • Reengineering/Redesigning • Mergers and Acquisitions • Retail Health Care • Medical Tourism • Compliance • Recovery Audit Contractors (RACs) • VBP • New DRG System • ICD 10 ‫ف‬ ‫ي‬ ‫ال‬ ‫كت‬ ‫ال‬ ‫ة‬ ‫ب‬ ‫ساحم‬ ‫مظن‬ • ‫ة‬ ‫ع‬ ‫و‬ ‫م‬ ‫ج‬ ‫م‬ ‫ال‬ ‫تاي‬ ‫ر‬ ‫ت‬ ‫ش‬ ‫م‬ ‫ال‬ ‫تام‬ ‫ظ‬ ‫ن‬ ‫م‬ ‫ال‬ • ‫مي‬ ‫م‬ ‫صت‬ ‫ةدا‬ ‫ع‬ ‫إ‬ / ‫ةسدنه‬ ‫ةدا‬ ‫ع‬ ‫إ‬ • ‫ذ‬ ‫ا‬ ‫وح‬ ‫ت‬ ‫سال‬ ‫او‬ ‫ج‬ ‫مد‬ ‫ال‬ ‫تايل‬ ‫م‬ ‫ع‬ • ‫ة‬ ‫ئ‬ ‫زجتال‬ ‫ة‬ ‫ي‬ ‫حصال‬ ‫ة‬ ‫يا‬ ‫عرال‬ • ‫ة‬ ‫يب‬ ‫ط‬ ‫ةحاي‬ ‫س‬ • ‫ا‬‫ال‬ ‫ل‬‫ت‬ ‫ز‬ ‫ا‬ ‫م‬ • ) ‫ة‬ ‫لص‬ ‫ال‬ ‫تاذ‬ ‫ةطش‬ ‫ن‬ ‫ألا‬ ‫ز‬ ‫وم‬ ‫ر‬ ( ‫ن‬ ‫ي‬ ‫لواق‬ ‫م‬ ‫ال‬ ‫ةداع‬ ‫ت‬ ‫سا‬ ‫ق‬ ‫ي‬ ‫ق‬ ‫د‬ ‫ت‬ ‫ال‬ • VBP • DRG ‫ديدج‬ ‫ال‬ ‫ماظ‬ ‫ن‬ ‫ال‬ • ICD 10 • Summary ‫م‬ ‫ل‬‫خ‬ ‫ص‬ Health care administrator faces numerous complex issues when making strategic and financial decisions. High ethical standards must be demonstrated ‫ةديدعال‬ ‫اياضقال‬ ‫ة‬ ‫ي‬ ‫حصال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫ر‬ ‫يد‬ ‫م‬ ‫هجاوي‬ • . ‫و‬ ‫ال‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ة‬ ‫ا‬‫ال‬ ‫س‬ ‫ت‬ ‫ر‬ ‫ا‬ ‫ت‬ ‫ي‬ ‫ج‬ ‫ي‬ ‫ة‬ ‫ال‬ ‫ق‬ ‫ر‬ ‫ا‬‫ر‬ ‫ا‬ ‫ت‬ ‫ا‬ ‫ت‬ ‫خ‬ ‫ا‬‫ذ‬ ‫ع‬ ‫ن‬ ‫د‬ ‫ال‬ ‫م‬ ‫ع‬ ‫ق‬ ‫د‬ ‫ة‬ ‫ال‬ ‫ع‬ ‫ال‬ ‫ي‬ ‫ة‬ ‫ا‬‫أل‬ ‫خ‬ ‫ال‬ ‫ق‬ ‫ي‬ ‫ة‬ ‫ال‬ ‫م‬ ‫ع‬ ‫ا‬ ‫ي‬ ‫ي‬ ‫ر‬ ‫ي‬ ‫ث‬ ‫ب‬ ‫ت‬ ‫أ‬ ‫ن‬ ‫ي‬ ‫ج‬ ‫ب‬ • 3 ‫نم‬3 ‫ةحفصال‬
  • 4.
    HCM 213-Ch2 Health CareFinancial Statements ‫ة‬ ‫ي‬ ‫حصال‬ ‫ة‬ ‫يا‬ ‫عرلل‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫تانا‬ ‫ي‬ ‫ب‬ ‫ال‬ Learning Objectives ‫مل‬ ‫عت‬ ‫ال‬ ‫فا‬ ‫د‬ ‫هأ‬ • Identify basic financial statements for health care entities • Read basic financial statements ‫ة‬ ‫ي‬ ‫ساسأل‬ ‫ا‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫تانا‬ ‫ي‬ ‫ب‬ ‫ال‬ ‫ديدح‬ ‫ت‬ • ‫ة‬ ‫ي‬ ‫حصال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫تانا‬ ‫ي‬ ‫ك‬ ‫لل‬ ‫ا‬‫أل‬‫اس‬‫س‬‫ةي‬ ‫ةيالمال‬ ‫بال‬‫ي‬‫ا‬‫ن‬‫ا‬‫ت‬ ‫ةءارق‬ • Terms to Know ‫ف‬ ‫ر‬ ‫ع‬ ‫ي‬ ‫نأ‬ ‫ثي‬ ‫ح‬ • Generally Accepted Accounting Principles(GAAP) • Financial Accounting Standards Board (FASB) used on both commercial and not for profit • Governmental Accounting Standards Board (GASB) government- standard set of financial statements )GAAP( ‫ا‬ ‫مو‬ ‫م‬ ‫ع‬ ‫ةلو‬ ‫بقم‬ ‫ال‬ ‫ة‬ ‫ب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫ئ‬ ‫د‬ ‫اب‬ ‫م‬ • )FASB( ‫ة‬ ‫ب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫ر‬ ‫يياع‬ ‫م‬ ‫سلج‬ ‫م‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ • ‫نم‬ ‫س‬ ‫ي‬ ‫لو‬ ‫ة‬ ‫ي‬ ‫راجتال‬ ‫ءاوس‬ ‫دح‬ ‫ى‬ ‫لع‬ ‫ة‬ ‫مد‬ ‫خ‬ ‫ت‬ ‫س‬ ‫م‬ ‫ال‬ ‫ح‬ ‫ب‬ ‫رال‬ ‫لجأ‬ ‫ة‬ ‫ب‬ ‫س‬ ‫احمال‬ ‫ر‬ ‫يي‬ ‫ا‬ ‫ع‬ ‫م‬ ‫سلج‬ ‫م‬ ‫ة‬ ‫يمو‬ ‫ك‬ ‫حال‬ • ‫نم‬ ‫ق‬ ‫ي‬ ‫ا‬ ‫س‬ ‫ي‬ ‫ة‬ ‫ةعومجم‬ ‫ايموكح‬ )GASB( ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫تانا‬ ‫ي‬ ‫ب‬ ‫ال‬ Generally Accepted Accounting Principles ‫ا‬ ‫مو‬ ‫م‬ ‫ع‬ ‫ةلو‬ ‫بقم‬ ‫ال‬ ‫ة‬ ‫ب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫ئ‬ ‫د‬ ‫ابم‬ Financial accounting practice is governed by concepts and rules known as generally accepted accounting principles (GAAP). ‫لالخ‬ ‫نم‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫ة‬ ‫يب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫تاسرام‬ ‫م‬ ‫ال‬ ‫ع‬ ‫ضخي‬ ‫ئ‬ ‫د‬ ‫اب‬ ‫م‬ ‫مساب‬ ‫ةفور‬ ‫عم‬ ‫ال‬ ‫د‬ ‫ع‬ ‫اوقالو‬ ‫ميها‬ ‫فم‬ ‫ال‬ .)GAAP( ‫امو‬ ‫م‬ ‫ع‬ ‫ةلو‬ ‫بقم‬ ‫ال‬ ‫ة‬ ‫ب‬ ‫ساح‬ ‫م‬ ‫ال‬ Relevant Information Affects the decision of its users. ‫ة‬ ‫ل‬ ‫ص‬ ‫تاذ‬ ‫ت‬ ‫امولعم‬ ‫نم‬ ‫رارق‬ ‫ى‬ ‫لع‬ ‫ر‬ ‫ثؤي‬ ‫اهيمدختسم‬ . Reliable Information Is trusted by users. ‫ةق‬ ‫وثو‬ ‫م‬ ‫ت‬ ‫امولعم‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫نم‬ ‫اه‬ ‫ب‬ ‫ق‬ ‫و‬ ‫ثو‬ ‫م‬ ‫و‬ ‫نيمدختسمال‬. Comparable Information Used in comparisons across years & companies. ‫ةل‬ ‫ب‬ ‫ا‬ ‫ق‬ ‫ت‬ ‫امولعم‬ ‫لل‬‫م‬‫اق‬‫ر‬‫ةن‬ ‫ة‬ ‫ن‬ ‫راق‬ ‫م‬ ‫ال‬ ‫يف‬ ‫ة‬ ‫مد‬ ‫خ‬ ‫ت‬ ‫س‬ ‫م‬ ‫ال‬ ‫ت‬ ‫اك‬ ‫رشالو‬ ‫ت‬ ‫او‬ ‫ن‬ ‫سال‬ ‫ن‬ ‫ي‬ ‫ب‬ . ‫ة‬ ‫يب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫تا‬ ‫ضار‬ ‫ت‬ ‫فالاو‬ ‫ئ‬ ‫د‬ ‫اب‬ ‫م‬ ‫ال‬ Principles and Assumptions of Accounting Measurement principle (also called cost principle) Going-concern assumption means that means that accounting information is based on actual cost. accounting information reflects a presumption the business will continue operating. Revenue recognition principle provides guidance on Monetary unit assumption means we can when a company must recognize revenue. express transactions in money. Matching principle (expense recognition) prescribes Time period assumption presumes that the life that a company must record its expenses incurred to generate the revenue. of a company can be divided into time periods, such as months and years. Full disclosure principle requires a company to Business entity assumption means that a report the details behind financial statements that would impact users’ decisions. business is accounted for separately from its owner or other business entities. ‫تامولعمال‬ ‫نأ‬ ‫ي‬ ‫ع‬ ‫ن‬ ‫ي‬ ) ‫ال‬ ‫ت‬ ‫ك‬ ‫ل‬ ‫ف‬ ‫ة‬ ‫أدبم‬ ‫أ‬‫ي‬‫ض‬‫ا‬ ‫ىمستو‬ ( ‫قال‬‫ي‬‫ا‬‫س‬ ‫أدبم‬ ‫ال‬ ‫ف‬ ‫ع‬ ‫ل‬ ‫ي‬ ‫ة‬ ‫ال‬ ‫ت‬ ‫ك‬ ‫ل‬ ‫ف‬ ‫ة‬ ‫أ‬ ‫س‬ ‫ا‬ ‫س‬ ‫لع‬‫ى‬ ‫احمال‬‫س‬‫ب‬‫ي‬‫ة‬ . ‫احمال‬‫س‬‫ب‬‫ي‬‫ة‬ ‫تامولعمال‬ ‫نأ‬ ‫ي‬ ‫ع‬ ‫ن‬ ‫ي‬ ‫ا‬‫ال‬‫تف‬‫ر‬‫ا‬‫ض‬ ‫اشن‬‫ط‬ ‫ارمتسا‬‫ر‬ ‫ة‬ ‫ل‬ ‫م‬ ‫ا‬ ‫ع‬ ‫ال‬ ‫لم‬ ‫ع‬ ‫ال‬ ‫رم‬ ‫ت‬ ‫س‬ ‫ي‬ ‫س‬ ‫ضار‬ ‫ت‬ ‫فا‬ ‫سك‬ ‫ع‬ ‫ي‬ . ‫ةكرشال‬ ‫لع‬‫ى‬ ‫بجي‬ ‫تم‬‫ى‬ ‫أشب‬‫ن‬ ‫تاداشرا‬ ‫فارتعالا‬ ‫أدبم‬ ‫تادئاع‬ ‫ي‬ ‫و‬ ‫ف‬ ‫ر‬ ‫ت‬ ‫ادار‬ ‫ي‬ ‫إلا‬ ‫فر‬ ‫ت‬ ‫عت‬ ‫نأ‬ . ‫تالماعمال‬ ‫نع‬ ‫ت‬ ‫ع‬ ‫ب‬ ‫ر‬ ‫نأ‬ ‫نكمي‬ ‫أ‬‫ن‬‫ن‬‫ا‬ ‫ي‬ ‫ع‬ ‫ن‬ ‫ي‬ ‫نال‬‫ق‬‫د‬‫ي‬‫ة‬ ‫ةدحوال‬ ‫ضرف‬ ‫ال‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ف‬ . ‫ن‬ ‫أ‬ ‫ب‬ ‫ج‬ ‫ي‬ ‫ةكرشال‬ ‫ن‬ ‫أ‬ ‫ىل‬ ‫ع‬ ‫ص‬ ‫ن‬ ‫ي‬ ) ‫ف‬ ‫ا‬ ‫ر‬ ‫ت‬ ‫ع‬ ‫الا‬ ‫ب‬ ‫اس‬ ‫ح‬ ( ‫أد‬ ‫ب‬ ‫م‬ ‫ةق‬ ‫ب‬ ‫ا‬ ‫طم‬ ‫ت‬ ‫ادار‬ ‫ي‬ ‫إلا‬ ‫د‬ ‫ي‬ ‫لوتل‬ ‫اه‬ ‫ت‬ ‫د‬ ‫ب‬ ‫كت‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫اق‬ ‫فن‬ ‫ال‬ ‫لجس‬ ‫ت‬ . ‫ن‬ ‫ك‬ ‫مي‬ ‫و‬ ‫ةكرشال‬ ‫ةا‬ ‫ي‬ ‫ح‬ ‫ن‬ ‫أ‬ ‫ضر‬ ‫ت‬ ‫في‬ ‫ضار‬ ‫ت‬ ‫فا‬ ‫ة‬ ‫ين‬ ‫مز‬ ‫ال‬ ‫ةرت‬ ‫ف‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ونسال‬ ‫و‬ ‫رو‬ ‫ه‬ ‫شال‬ ‫ل‬ ‫ث‬ ‫م‬ ، ‫ة‬ ‫ين‬ ‫مز‬ ‫تار‬ ‫ت‬ ‫ف‬ ‫ىإل‬ ‫اه‬ ‫م‬ ‫ي‬ ‫سق‬ ‫ت‬ . ‫ءارو‬ ‫ل‬ ‫ي‬ ‫صاف‬ ‫ت‬ ‫ن‬ ‫ع‬ ‫غال‬ ‫ب‬ ‫إل‬ ‫ل‬ ‫ةكرش‬ ‫بلط‬ ‫ت‬ ‫ي‬ ‫ل‬ ‫م‬ ‫ا‬ ‫ك‬ ‫ال‬ ‫حاصفإلا‬ ‫أد‬ ‫ب‬ ‫م‬ ‫تسمال‬‫خ‬‫يمد‬‫ن‬ ‫تارارق‬ ‫لع‬‫ى‬ ‫ت‬ ‫ؤ‬ ‫ث‬ ‫ر‬ ‫نأ‬ ‫اهنأش‬ ‫نم‬ ‫ال‬ ‫ت‬ ‫ي‬ ‫ةيالمال‬ ‫بال‬‫ي‬‫ا‬‫ن‬‫ا‬‫ت‬ . ‫ب‬ ‫ش‬ ‫ك‬ ‫ل‬ ‫ا‬‫ح‬‫ت‬‫س‬‫ا‬‫ب‬‫ه‬‫ا‬ ‫ي‬ ‫ت‬ ‫م‬ ‫لمعال‬ ‫نأ‬ ‫ي‬ ‫ع‬ ‫ن‬ ‫ي‬ ‫ا‬‫ال‬‫تف‬‫ر‬‫ا‬‫ض‬ ‫يراجت‬ ‫يك‬‫ا‬‫ن‬ ‫ى‬ ‫رخأ‬ ‫ة‬ ‫ي‬ ‫ر‬ ‫اج‬ ‫ت‬ ‫ت‬ ‫ا‬ ‫ن‬ ‫ا‬ ‫ي‬ ‫ك‬ ‫وأ‬ ‫ه‬ ‫ب‬ ‫حاص‬ ‫ن‬ ‫ع‬ ‫ل‬ ‫صف‬ ‫ن‬ ‫م‬ . Setting Accounting Principles ‫ة‬ ‫ب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫ئ‬ ‫د‬ ‫اب‬ ‫م‬ ‫ع‬ ‫ضو‬ In the United States, the Securities and Exchange Commission, a government agency, has the legal authority to establish reporting requirements and set GAAP for companies that issue stock to the public. ‫ةيالمال‬ ‫قاروالا‬ ‫ةنجل‬ ، ‫ةدحتمال‬ ‫تايالوال‬ ‫ف‬ ‫ي‬ ‫ةطلسال‬ ‫اه‬ ‫ي‬ ‫د‬ ‫ل‬ ، ‫ة‬ ‫ي‬ ‫موكح‬ ‫ة‬ ‫ال‬ ‫ك‬ ‫و‬ ‫ي‬ ‫ه‬ ‫و‬ ، ‫ت‬ ‫ا‬ ‫صر‬ ‫و‬ ‫ب‬ ‫الو‬ ‫عض‬ ‫وو‬ ‫ر‬ ‫ي‬ ‫ر‬ ‫ا‬ ‫ق‬ ‫ت‬ ‫ال‬ ‫داد‬ ‫ع‬ ‫إ‬ ‫ت‬ ‫ا‬ ‫ب‬ ‫لط‬ ‫ت‬ ‫م‬ ‫عض‬ ‫ول‬ ‫ة‬ ‫ين‬ ‫ونا‬ ‫ق‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫كرشلل‬ ‫ة‬ ‫ب‬ ‫س‬ ‫ن‬ ‫الب‬ ‫اموم‬ ‫ع‬ ‫ة‬ ‫ل‬ ‫وبق‬ ‫م‬ ‫ال‬ ‫ة‬ ‫ب‬ ‫ساحم‬ ‫ال‬ ‫ئ‬ ‫دا‬ ‫ب‬ ‫م‬ . ‫ر‬ ‫وهمجل‬ ‫ل‬ ‫م‬ ‫ه‬ ‫سألا‬ ‫ردصت‬ ‫ي‬ ‫ت‬ ‫ال‬ The Financial Accounting Standards Board is the private group that sets both broad and specific principles. ‫ةع‬ ‫و‬ ‫م‬ ‫ج‬ ‫م‬ ‫ال‬ ‫يه‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫ة‬ ‫ب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫ي‬ ‫اع‬ ‫م‬ ‫سلجم‬ ‫ةص‬ ‫اخ‬ ‫الو‬ ‫ة‬ ‫ماع‬ ‫ال‬ ‫ئ‬ ‫د‬ ‫اب‬ ‫م‬ ‫ال‬ ‫د‬ ‫د‬ ‫حت‬ ‫يتال‬ ‫ة‬ ‫ص‬ ‫اخ‬ ‫ال‬ . ‫ءاوس‬ ‫دح‬ ‫ى‬ ‫لع‬ The International Accounting Standards Board(IASB) )IASB( ‫ة‬ ‫ي‬ ‫لودال‬ ‫ة‬ ‫ب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫ي‬ ‫اع‬ ‫م‬ ‫سلجم‬ 1
  • 5.
    HCM 213-Ch2 accounting practicesin other countries. More than 100 countries now require or permit companies to prepare financial reports following IFRS. ‫نا‬ ‫دل‬ ‫ب‬ ‫يف‬ ‫ةل‬ ‫ضف‬ ‫م‬ ‫ال‬ ‫ة‬ ‫يب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫تاسرام‬ ‫م‬ ‫ال‬ ‫د‬ ‫د‬ ‫حت‬ ‫و‬ ‫أ‬ ‫نآل‬ ‫ا‬ ‫ة‬ ‫ل‬ ‫و‬ ‫د‬ 011 ‫نم‬ ‫ر‬ ‫ثك‬ ‫أ‬ ‫ب‬ ‫لط‬ ‫ت‬ ‫ت‬ . ‫ى‬ ‫رخأ‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫راق‬ ‫ت‬ ‫ال‬ ‫د‬ ‫ا‬ ‫د‬ ‫ع‬ ‫إل‬ ‫تاك‬ ‫رشال‬ ‫حام‬ ‫سال‬ . ‫ة‬ ‫ي‬ ‫ال‬ ‫ت‬ ‫ال‬ IFRS Governmental Accounting Standards Board (GASB) )GASB( ‫ة‬ ‫ب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫ر‬ ‫يي‬ ‫ا‬ ‫ع‬ ‫م‬ ‫سلج‬ ‫م‬ ‫ة‬ ‫يمو‬ ‫ك‬ ‫حال‬ • An organization whose main purpose is to improve and create accounting reporting standards or generally accepted accounting principles (GAAP). • These standards make it easier for users to understand and use the financial records of both state and local governments. • The Government Accounting Standards Board (GASB) is funded and monitored by the Financial Accounting Foundation (FAF). ‫ءاشنإو‬ ‫ت‬ ‫ح‬ ‫س‬ ‫ي‬ ‫ن‬ ‫ىإل‬ ‫فدهي‬ ‫يذال‬ ‫ةمظنم‬ • ‫ةبساحمال‬ ‫ئدابم‬ ‫وأ‬ ‫احمال‬‫س‬‫ب‬‫ي‬‫ة‬ ‫تال‬‫ق‬‫ا‬‫ر‬‫ي‬‫ر‬ ‫اعم‬‫ي‬‫ي‬‫ر‬ . ‫يسي‬ ‫ئ‬ ‫رال‬ ‫ض‬ ‫ر‬ ‫غ‬ ‫ال‬ )GAAP( ‫امو‬ ‫م‬ ‫ع‬ ‫ةلو‬ ‫بقم‬ ‫ال‬ ‫ى‬ ‫لع‬ ‫ل‬ ‫ه‬ ‫سال‬ ‫نم‬ ‫ل‬ ‫ع‬ ‫ج‬ ‫ت‬ ‫ر‬ ‫يياعم‬ ‫ال‬ ‫هذ‬ ‫ه‬ • ‫ت‬ ‫الجس‬ ‫ال‬ ‫ما‬ ‫د‬ ‫خ‬ ‫ت‬ ‫ساو‬ ‫مهف‬ ‫ى‬ ‫لع‬ ‫ن‬ ‫يمد‬ ‫خ‬ ‫ت‬ ‫س‬ ‫م‬ ‫ال‬ ‫تامو‬ ‫ك‬ ‫حال‬ ‫و‬ ‫ت‬ ‫ا‬ ‫ي‬ ‫ال‬ ‫وال‬ ‫نم‬ ‫لك‬ ‫تامو‬ ‫ك‬ ‫حلل‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ .‫ةيلحمال‬ ‫ةيموكحال‬ ‫ةبساحمال‬ ‫اعم‬‫ي‬‫ي‬‫ر‬ ‫سلجم‬ ‫يومت‬‫ل‬ ‫ي‬ ‫ت‬ ‫م‬ • ‫ة‬ ‫ب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫ة‬ ‫س‬ ‫س‬ ‫ؤ‬ ‫م‬ ‫اهتد‬ ‫ص‬ ‫ر‬ ‫يتال‬ ‫و‬ )GASB( .)‫(فافال‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ Statements used in Not-for-Profit Health Care Entities ‫ح‬ ‫ب‬ ‫رلل‬ ‫ةف‬ ‫د‬ ‫ا‬ ‫ه‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫يف‬ ‫ة‬ ‫مد‬ ‫ختس‬ ‫م‬ ‫ال‬ ‫تانا‬ ‫ي‬ ‫ب‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫حصال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫تانا‬ ‫ي‬ ‫ك‬ ‫ال‬ • Balance sheet • Statement of Operations • Statement of Changes in Net Assets • Statement of Cash Flows ‫اوتال‬‫ز‬‫ن‬ ‫ةقرو‬ • ‫لمعال‬‫ي‬‫ا‬‫ت‬ ‫نم‬ ‫ب‬ ‫ي‬ ‫ا‬ ‫ن‬ • ‫لوصألا‬ ‫اص‬‫ف‬ ‫ي‬ ‫ف‬ ‫ي‬ ‫تال‬‫غ‬‫ي‬‫ر‬‫ا‬‫ت‬ ‫ب‬ ‫ي‬ ‫ا‬ ‫ن‬ • ‫نال‬‫ق‬‫د‬‫ي‬‫ة‬ ‫ال‬ ‫ت‬ ‫د‬‫ف‬ ‫ق‬‫ا‬‫ت‬ ‫ب‬ ‫ي‬ ‫ا‬ ‫ن‬ • 1. Balance Sheet ‫ن‬ ‫زا‬ ‫و‬ ‫ت‬ ‫ال‬ ‫ةقرو‬ • Snapshot of an organization • Summary of the entity’s assets, liabilities, and net assets • Captures what the entity looks like at a particular point in time • Created usually the last day of the accounting period ‫ة‬ ‫م‬ ‫ظ‬ ‫ن‬ ‫م‬ ‫لل‬ ‫ةط‬ ‫ق‬ ‫ل‬ • ‫ل‬ ‫وصأل‬ ‫ا‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫صو‬ ‫موصخال‬ ‫و‬ ‫ل‬ ‫وصأل‬ ‫ا‬ ‫صخ‬ ‫لم‬ • ‫لل‬‫م‬‫ن‬‫ش‬‫أ‬‫ة‬ ‫نم‬ ‫ة‬ ‫نيع‬ ‫م‬ ‫ةط‬ ‫ق‬ ‫ن‬ ‫دن‬ ‫ع‬ ‫ل‬ ‫ث‬ ‫م‬ ‫ن‬ ‫اي‬ ‫ك‬ ‫ال‬ ‫ه‬ ‫ب‬ ‫شي‬ ‫ام‬ ‫ط‬ ‫ق‬ ‫ت‬ ‫لي‬ • ‫نمزال‬ ‫ةر‬ ‫ت‬ ‫ف‬ ‫نم‬ ‫ر‬ ‫ي‬ ‫خأل‬ ‫ا‬ ‫مو‬ ‫ي‬ ‫ال‬ ‫يف‬ ‫ةدا‬ ‫ع‬ ‫ن‬ ‫و‬ ‫ك‬ ‫م‬ • ‫احم‬‫س‬‫ب‬‫ي‬‫ة‬ Balance Sheet Components ‫ة‬ ‫يم‬ ‫و‬ ‫مع‬ ‫ال‬ ‫ة‬ ‫ين‬ ‫از‬ ‫يم‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫نو‬ ‫ك‬ ‫م‬ • Heading-Name of the organization and date • Body includes: • Assets=Liabilities + Net Assets • Liabilities have 2 categories-current and non current • Net Assets=Communities interest in the assets of the not for profit • Footnotes=additional key information ‫خ‬ ‫ي‬ ‫راتالو‬ ‫ة‬ ‫م‬ ‫ظ‬ ‫ن‬ ‫م‬ ‫ال‬ ‫مسا‬ ، ‫ن‬ ‫او‬ ‫نع‬ ‫ال‬ • : ‫مسجال‬ ‫ل‬ ‫م‬ ‫شي‬ • ‫ل‬ ‫وصأل‬ ‫ا‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫ص‬ + ‫تام‬ ‫از‬ ‫ت‬ ‫لالا‬ = ‫ل‬ ‫وصأل‬ ‫ا‬ • ‫ر‬ ‫ي‬ ‫غو‬ ‫ة‬ ‫ي‬ ‫الحال‬ ‫تائ‬ ‫ف‬ ‫ال‬ 2 ‫ى‬ ‫لع‬ ‫تاب‬ ‫و‬ ‫لط‬ ‫م‬ ‫ال‬ • ‫ةلوادتم‬ ‫يف‬ ‫ةدئافال‬ ‫تاعمت‬ ‫ج‬ ‫م‬ ‫ال‬ = ‫ل‬ ‫وصأل‬ ‫ا‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫ص‬ • ‫ح‬ ‫ب‬ ‫رال‬ ‫لجأ‬ ‫نم‬ ‫س‬ ‫ي‬ ‫ل‬ ‫ل‬ ‫وصأ‬ ‫ة‬ ‫ي‬ ‫فا‬ ‫ض‬ ‫إ‬ ‫ة‬ ‫ي‬ ‫ساسأ‬ ‫تامولع‬ ‫م‬ = ‫يش‬ ‫ا‬ ‫وحال‬ • Assets ‫لوصألا‬ • Probable future economic benefits obtained or controlled by a particular entity as a result of past transactions or events. • Represent resources owned • Are recorded at their cost unless donated • If donated recorded at fair value at date of donation ‫يتال‬ ‫ة‬ ‫لم‬ ‫ت‬ ‫ح‬ ‫م‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫لب‬ ‫قت‬ ‫س‬ ‫م‬ ‫ال‬ ‫ة‬ ‫يد‬ ‫اص‬ ‫ت‬ ‫قالا‬ ‫عف‬ ‫ا‬ ‫نم‬ ‫ال‬ • ‫ص‬ ‫اخ‬ ‫ن‬ ‫اي‬ ‫ك‬ ‫اه‬ ‫ي‬ ‫لع‬ ‫رط‬ ‫ي‬ ‫سي‬ ‫و‬ ‫أ‬ ‫اهي‬ ‫لع‬ ‫ل‬ ‫وصح‬ ‫ال‬ ‫مت‬ . ‫ة‬ ‫قبا‬ ‫س‬ ‫تايل‬ ‫م‬ ‫ع‬ ‫و‬ ‫ا‬ ‫ث‬ ‫ا‬ ‫د‬ ‫حالل‬ ‫ةج‬ ‫يت‬ ‫ن‬ ‫ا‬ ‫هك‬ ‫لمت‬ ‫يتال‬ ‫د‬ ‫راو‬ ‫م‬ ‫ال‬ ‫ل‬ ‫ي‬ ‫ث‬ ‫م‬ ‫ت‬ • ‫ت‬ ‫عر‬ ‫ب‬ ‫ت‬ ‫مل‬ ‫ام‬ ‫ة‬ ‫ف‬ ‫لك‬ ‫ت‬ ‫الب‬ ‫اه‬ ‫لي‬ ‫ج‬ ‫ست‬ ‫متي‬ • ‫ات‬‫ر‬‫ي‬‫خ‬ ‫ف‬ ‫ي‬ ‫ةلداعال‬ ‫قالب‬‫ي‬‫م‬‫ة‬ ‫لجسمال‬‫ة‬ ‫ت‬ ‫ب‬ ‫ر‬‫ع‬ ‫ت‬ ‫اذإ‬ • ‫ال‬ ‫ت‬ ‫ب‬ ‫ر‬ ‫ع‬ More on Assets ‫ل‬ ‫وصأل‬ ‫ا‬ ‫ى‬ ‫لع‬ ‫ر‬ ‫ثك‬ ‫أ‬ • Current assets are those used or consumed within a year • Limited or restricted to use in non-current portion identified for how they can be used • Non-current assets are resources to be used or consumed over a period of time > one year • Cash and cash equivalents are the most liquid asset on the balance sheet ‫و‬ ‫أ‬ ‫ة‬ ‫مد‬ ‫خ‬ ‫ت‬ ‫س‬ ‫مال‬ ‫كل‬ ‫ت‬ ‫يه‬ ‫ةلوا‬ ‫دت‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫د‬ ‫وجوم‬ ‫ال‬ • ‫ماع‬ ‫لالخ‬ ‫تسمال‬‫ه‬‫ل‬‫ك‬‫ة‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ءزجال‬ ‫يف‬ ‫اهم‬ ‫ا‬ ‫د‬ ‫خ‬ ‫ت‬ ‫سال‬ ‫ةديق‬ ‫م‬ ‫و‬ ‫أ‬ ‫ةدودح‬ ‫م‬ • ‫ن‬ ‫كم‬ ‫ي‬ ‫يتال‬ ‫ة‬ ‫يفيك‬ ‫ال‬ ‫نع‬ ‫فرع‬ ‫ت‬ ‫ال‬ ‫ل‬ ‫وا‬ ‫د‬ ‫تم‬ ‫ال‬ ‫اهمادختسا‬ ‫د‬ ‫راو‬ ‫م‬ ‫ال‬ ‫يه‬ ‫ةلوا‬ ‫دت‬ ‫م‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ل‬ ‫وصأل‬ ‫ا‬ • ‫نم‬ ‫ةر‬ ‫ت‬ ‫ف‬ ‫ى‬ ‫دم‬ ‫ى‬ ‫لع‬ ‫اه‬ ‫ك‬ ‫ال‬ ‫ه‬ ‫ت‬ ‫سا‬ ‫و‬ ‫أ‬ ‫اهم‬ ‫ا‬ ‫د‬ ‫خ‬ ‫ت‬ ‫سال‬ ‫دحاو‬ ‫ماع‬ >‫نمزال‬ 2
  • 6.
    HCM 213-Ch2 • Non-currentand long-term are used interchangeably ‫ر‬ ‫ثك‬ ‫أل‬ ‫ا‬ ‫ل‬ ‫و‬ ‫صأل‬ ‫ا‬ ‫يه‬ ‫ل‬ ‫د‬ ‫ا‬ ‫عم‬ ‫ال‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫و‬ ‫دق‬ ‫ن‬ ‫ال‬ • ‫ة‬ ‫يمو‬ ‫م‬ ‫ع‬ ‫ال‬ ‫ة‬ ‫ين‬ ‫از‬ ‫يم‬ ‫ال‬ ‫يف‬ ‫ةلو‬ ‫ي‬ ‫س‬ ‫ل‬ ‫د‬ ‫ا‬ ‫بت‬ ‫الب‬ ‫لجأل‬ ‫ا‬ ‫ةلي‬ ‫و‬ ‫طو‬ ‫ةلوا‬ ‫دت‬ ‫م‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫مدخ‬ ‫ت‬ ‫ست‬ • Current & Noncurrent Assets ‫ل‬ ‫وصأل‬ ‫ا‬ ‫ةلوا‬ ‫دت‬ ‫م‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غو‬ ‫ة‬ ‫ي‬ ‫الحال‬ • Current may include : cash, investments, limited or restricted as to use current position, patient accounts receivable, estimated receivables from 3rd party payers, inventories, assets held for sale, prepaid expenses • Non-current may include: self insurance, benefit plans, capital equipment (includes long-lasting goods acquired and owned by a company or organization that are not consumed in the normal course of business— goods such as machinery, trucks, large computers, and office furniture), held by the board under bond indenture agreements, property and equipment, goodwill, net of accumulated amortization ‫ت‬ ‫ار‬ ‫ام‬ ‫ث‬ ‫ت‬ ‫سال‬ ‫او‬ ‫ة‬ ‫يدق‬ ‫ن‬ ‫ال‬ : ‫ة‬ ‫ي‬ ‫الحال‬ ‫ل‬ ‫م‬ ‫شت‬ ‫نأ‬ ‫ن‬ ‫كم‬ ‫ي‬ • ، ‫ي‬ ‫الحال‬ ‫فق‬ ‫و‬ ‫م‬ ‫ال‬ ‫ما‬ ‫د‬ ‫خ‬ ‫ت‬ ‫س‬ ‫ال‬ ‫ةديقم‬ ‫ال‬ ‫و‬ ‫أ‬ ‫دو‬ ‫دح‬ ‫م‬ ‫و‬ ‫ةردق‬ ‫م‬ ‫ال‬ ‫ممذالو‬ ‫ة‬ ‫ق‬ ‫ح‬ ‫ت‬ ‫س‬ ‫م‬ ‫ال‬ ‫ى‬ ‫ض‬ ‫ر‬ ‫م‬ ‫ال‬ ‫تاباس‬ ‫حو‬ ‫ل‬ ‫وصألا‬ ‫و‬ ‫ن‬ ‫و‬ ‫ز‬ ‫خ‬ ‫م‬ ‫ال‬ ‫و‬ ‫ب‬ ‫زحال‬ RD3 ‫يعف‬ ‫اد‬ ‫نم‬ ‫اق‬ ‫ب‬ ‫سم‬ ‫ةع‬ ‫و‬ ‫ف‬ ‫دمال‬ ‫تاق‬ ‫ف‬ ‫ن‬ ‫ال‬ ‫و‬ ، ‫ع‬ ‫ي‬ ‫ب‬ ‫لل‬ ‫اه‬ ‫ب‬ ‫ظ‬ ‫ف‬ ‫ت‬ ‫ح‬ ‫م‬ ‫ال‬ : ‫ي‬ ‫ال‬ ‫ح‬ ‫ال‬ ‫مدع‬ ‫ل‬ ‫م‬ ‫شت‬ ‫نأ‬ ‫ن‬ ‫كمي‬ ‫و‬ • ، ‫نمال‬‫ا‬‫ف‬‫ع‬ ‫ططخ‬ ، ‫يتاذال‬ ‫تال‬‫أ‬‫م‬‫ي‬‫ن‬ ‫ةلي‬ ‫و‬ ‫ط‬ ‫تاج‬ ‫ت‬ ‫ن‬ ‫م‬ ‫ن‬ ‫م‬ ‫ض‬ ‫تت‬ ( ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫سأر‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫د‬ ‫عم‬ ‫ال‬ ‫وأ‬ ‫ةكرش‬ ‫ق‬ ‫ب‬ ‫ل‬ ‫نم‬ ‫ةكولممالو‬ ‫ال‬ ‫م‬ ‫ك‬ ‫ت‬ ‫س‬ ‫ب‬ ‫ة‬ ‫دمألا‬ ‫ي‬ ‫د‬ ‫ا‬ ‫ع‬ ‫ال‬ ‫قا‬ ‫ي‬ ‫سال‬ ‫يف‬ ‫كله‬ ‫ت‬ ‫ست‬ ‫ال‬ ‫يتال‬ ‫ةسس‬ ‫ؤم‬ ‫ال‬ ‫تانحاشالو‬ ‫تال‬ ‫آلا‬ ‫لثم‬ ‫ب‬ ‫ض‬ ‫ا‬ ‫ئ‬ ‫ع‬ ‫المعألل‬ ) ‫بتاكمال‬ ‫ثاثأو‬ ، ‫بكال‬‫ي‬‫ر‬‫ة‬ ‫ال‬ ‫ك‬ ‫م‬ ‫ب‬ ‫ي‬ ‫و‬ ‫ت‬ ‫ر‬ ‫ةزهجأو‬ ‫تاق‬ ‫ا‬ ‫فت‬ ‫ا‬ ‫ب‬ ‫جو‬ ‫م‬ ‫ب‬ ‫سلجمال‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫نم‬ ‫تدق‬ ‫ع‬ ‫يتال‬ ‫و‬ ، ‫ت‬ ‫ا‬ ‫د‬ ‫ن‬ ‫سال‬ ‫مازإل‬ ‫نم‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫ص‬ ، ‫ة‬ ‫ين‬ ‫ال‬ ‫نس‬ ‫ح‬ ‫و‬ ‫ت‬ ‫ا‬ ‫د‬ ‫عم‬ ‫ال‬ ‫و‬ ‫تاك‬ ‫لت‬ ‫م‬ ‫م‬ ‫ال‬ ‫م‬ ‫ك‬ ‫ار‬ ‫تم‬ ‫ال‬ ‫ءا‬ ‫ف‬ ‫طإل‬ ‫ا‬ Liabilities ‫تامازتال‬ • Obligations of the entity to pay its creditors • Can be debts or other obligations  Current Liabilities-Due within one year  Noncurrent liabilities- Resources used or consumed over periods > one year ‫اهينئ‬ ‫اد‬ ‫عف‬ ‫دل‬ ‫ن‬ ‫اي‬ ‫ك‬ ‫ال‬ ‫تام‬ ‫از‬ ‫ت‬ ‫ال‬ • ‫ى‬ ‫رخأ‬ ‫تام‬ ‫از‬ ‫ت‬ ‫ال‬ ‫و‬ ‫أ‬ ‫ن‬ ‫و‬ ‫ي‬ ‫د‬ ‫ن‬ ‫و‬ ‫ك‬ ‫ت‬ ‫نأ‬ ‫ن‬ ‫كم‬ ‫ي‬ • ‫د‬ ‫حاو‬ ‫ماع‬ ‫لال‬ ‫خ‬ ‫ة‬ ‫ي‬ ‫الحال‬ ‫ة‬ ‫ق‬ ‫ح‬ ‫ت‬ ‫س‬ ‫م‬ ‫ال‬ ‫موصخال‬ -liabilities ‫ةلوا‬ ‫دت‬ ‫م‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫د‬ ‫راو‬ ‫م‬ ‫ال‬ > ‫تف‬‫ر‬‫ا‬‫ت‬ ‫ىدم‬ ‫لع‬‫ى‬ ‫تسمال‬‫ه‬‫ل‬‫ك‬‫ة‬ ‫وأ‬ ‫ةمدختسمال‬ ‫د‬ ‫حاو‬ ‫ماع‬ Current & Noncurrent Liabilities ‫ة‬ ‫لوا‬ ‫دت‬ ‫م‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غو‬ ‫ةلوا‬ ‫دت‬ ‫م‬ ‫ال‬ ‫تاب‬ ‫و‬ ‫لط‬ ‫م‬ ‫ال‬ • Current could include: accounts payable, accrued expenses (expenses are recognized when incurred), salaries & wages, estimated payables to third parties, short term borrowings, commercial paper • Noncurrent could include: long term debt, self- insurance reserves, accrued pension and retiree health costs ‫ة‬ ‫نئ‬ ‫ادال‬ ‫ت‬ ‫ا‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫ال‬ : ‫ة‬ ‫ي‬ ‫الحال‬ ‫لمشت‬ ‫ن‬ ‫أ‬ ‫ن‬ ‫ك‬ ‫مي‬ ‫و‬ • ‫ت‬ ‫اق‬ ‫فن‬ ‫ال‬ ‫اه‬ ‫ب‬ ‫ف‬ ‫ر‬ ‫ت‬ ‫ع‬ ‫م‬ ‫الو‬ ( ‫ةقح‬ ‫ت‬ ‫س‬ ‫م‬ ‫ال‬ ‫ت‬ ‫اف‬ ‫و‬ ‫رصمالو‬ ‫ادال‬‫ئ‬‫ةن‬ ‫ممذالو‬ ‫روجألاو‬ ‫ابترمو‬‫ت‬ ،) ‫اهدبكت‬ ‫دنع‬ ، ‫ل‬ ‫ج‬ ‫ألا‬ ‫ةر‬ ‫ي‬ ‫ص‬ ‫ق‬ ‫ضو‬ ‫ر‬ ‫ق‬ ، ‫ة‬ ‫ث‬ ‫الث‬ ‫ف‬ ‫ا‬ ‫رطأل‬ ‫ةردقم‬ ‫ال‬ ‫ةي‬ ‫راجت‬ ‫ال‬ ‫ق‬ ‫ا‬ ‫روألاو‬ ‫ليوط‬‫ة‬ ‫نويدال‬ : ‫ةلوادتمال‬ ‫يغ‬‫ر‬ ‫لمشت‬ ‫نأ‬ ‫نكمي‬ • ‫تاشاعمال‬ ، ‫يتاذال‬ ‫تال‬‫أ‬‫م‬‫ي‬‫ن‬ ‫او‬‫ح‬‫ايت‬‫ط‬‫ي‬‫ا‬‫ت‬ ، ‫لجألا‬ ‫ة‬ ‫ي‬ ‫حصال‬ ‫ةي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫و‬ ‫ةقح‬ ‫ت‬ ‫سمال‬ ‫ة‬ ‫ي‬ ‫دعاق‬ ‫ت‬ ‫ال‬ ‫لل‬‫م‬‫ت‬‫ق‬‫ا‬‫ع‬‫يد‬‫ن‬ Net Assets ‫تادوجومال‬ ‫اص‬‫ف‬ ‫ي‬ • Remaining assets after deducting its liabilities • 3 classes:  Permanently restricted  Temporarily restricted  Unrestricted  May also include: non-controlling ownership interest in subsidiaries ‫ا‬ ‫هتاب‬ ‫و‬ ‫لطم‬ ‫م‬ ‫ص‬ ‫خ‬ ‫دع‬ ‫ب‬ ‫ل‬ ‫وصأل‬ ‫ا‬ ‫ي‬ ‫ق‬ ‫ا‬ ‫ب‬ • : ‫تائ‬ ‫ف‬ 3 • ‫مئاد‬ ‫ل‬ ‫ك‬ ‫ش‬ ‫ب‬ ‫ةديق‬ ‫م‬ ‫ا‬ ‫ت‬ ‫ق‬ ‫ؤ‬ ‫م‬ ‫ةديق‬ ‫م‬ ‫د‬ ‫يق‬ ‫م‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ة‬ ‫يك‬ ‫لمال‬ ‫ة‬ ‫ص‬ ‫ح‬ : ‫ا‬ ‫ض‬ ‫ي‬ ‫أ‬ ‫ل‬ ‫م‬ ‫شت‬ ‫دق‬ ‫ة‬ ‫عباتال‬ ‫تاك‬ ‫رشال‬ ‫يف‬ ‫ةرطي‬ ‫س‬ ‫م‬ ‫ال‬ • Unrestricted Net Assets  Unrestricted net assets are part, but not all, of what would be left over if the organization’s liabilities were all satisfied today.  This portion of its net assets can be used however the organization sees fit. That means that their use is not restricted by law, shareholders or donors. • Restricted Net Assets  Unlike unrestricted net assets, restricted net ‫ل‬ ‫وصأل‬ ‫ا‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫ص‬ ‫دي‬ ‫ق‬ ‫م‬ ‫ر‬ ‫ي‬ ‫غ‬ • ، ‫ءزج‬ ‫يه‬ ‫ةديقم‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ت‬ ‫ا‬ ‫د‬ ‫وجوم‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫اص‬ ‫ن‬ ‫و‬ ‫ك‬ ‫ي‬ ‫نأ‬ ‫ه‬ ‫نأ‬ ‫ش‬ ‫نم‬ ‫ام‬ ، ‫ءيش‬ ‫لك‬ ‫س‬ ‫ي‬ ‫ل‬ ‫ن‬ ‫ك‬ ‫لو‬ ‫ض‬ ‫ار‬ ‫لك‬ ‫ة‬ ‫م‬ ‫ظ‬ ‫نم‬ ‫ال‬ ‫تام‬ ‫از‬ ‫ت‬ ‫ال‬ ‫تنا‬ ‫ك‬ ‫اذإ‬ ‫اهف‬ ‫لخ‬ . ‫مو‬ ‫ي‬ ‫ال‬ ‫ن‬ ‫كم‬ ‫ي‬ ‫ة‬ ‫ي‬ ‫فا‬ ‫ص‬ ‫ال‬ ‫اه‬ ‫لوصأ‬ ‫نم‬ ‫ءزج‬ ‫اذه‬ ‫ا‬ ‫ذ‬ ‫ه‬ ‫و‬ . ‫اب‬ ‫س‬ ‫ا‬ ‫ن‬ ‫م‬ ‫ى‬ ‫رت‬ ‫ة‬ ‫م‬ ‫ظ‬ ‫ن‬ ‫م‬ ‫ال‬ ‫ن‬ ‫ك‬ ‫لو‬ ‫اهم‬ ‫ا‬ ‫د‬ ‫خ‬ ‫ت‬ ‫سا‬ ، ‫نوناقال‬ ‫لع‬‫ي‬‫اه‬ ‫ي‬ ‫ق‬ ‫ت‬ ‫ص‬ ‫ر‬ ‫ال‬ ‫اهمادختسا‬ ‫نأ‬ ‫ي‬ ‫ع‬ ‫ن‬ ‫ي‬ . ‫ةح‬ ‫نام‬ ‫ال‬ ‫تاه‬ ‫جال‬ ‫و‬ ‫أ‬ ‫ن‬ ‫يمهاسم‬ ‫ال‬ ‫و‬ ‫ل‬ ‫وصأل‬ ‫ا‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫ص‬ ‫ةديق‬ ‫م‬ • 3
  • 7.
    HCM 213-Ch2  Rather,these assets must be used in accordance with the entity that placed the restrictions on their use, such as donors in a nonprofit organization, shareholders in a for-profit corporation or even the law.  Restrictions might state how much of that money can be used in any given year, or what the money can be used to purchase or pay for. ‫ص‬ ‫ا‬ ‫ف‬ ‫ي‬ ، ‫ةديقمال‬ ‫يغ‬‫ر‬ ‫تادوجومال‬ ‫ل‬ ‫ص‬ ‫ا‬ ‫ف‬ ‫ي‬ ‫افالخ‬ ‫ةمظنم‬ ‫الإ‬ ‫ت‬ ‫س‬ ‫ت‬ ‫خ‬ ‫د‬ ‫م‬ ‫ن‬ ‫أ‬ ‫نكمي‬ ‫ال‬ ‫يقمال‬‫د‬‫ة‬ ‫تادوجومال‬ . ‫ا‬ ‫ب‬ ‫سا‬ ‫ن‬ ‫م‬ ‫هاري‬ ‫ن‬ ‫أ‬ ‫بجي‬ ‫ل‬ ‫و‬ ‫صأل‬ ‫ا‬ ‫هذه‬ ‫نإ‬ ‫ف‬ ، ‫ك‬ ‫لذ‬ ‫ن‬ ‫م‬ ‫الد‬ ‫ب‬ ‫و‬ ‫ىل‬ ‫ع‬ ‫دوي‬ ‫ق‬ ‫عض‬ ‫و‬ ‫ي‬ ‫ذال‬ ‫نا‬ ‫ي‬ ‫ك‬ ‫ل‬ ‫ل‬ ‫اقف‬ ‫و‬ ‫مدخ‬ ‫ت‬ ‫ست‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ةمظنم‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫حن‬ ‫ام‬ ‫ال‬ ‫ت‬ ‫اه‬ ‫جال‬ ‫ل‬ ‫ث‬ ‫م‬ ، ‫اه‬ ‫م‬ ‫ادختسا‬ ‫ى‬ ‫ت‬ ‫ح‬ ‫وأ‬ ‫ح‬ ‫ب‬ ‫رلل‬ ‫ة‬ ‫ك‬ ‫رش‬ ‫ي‬ ‫ف‬ ‫ن‬ ‫ي‬ ‫م‬ ‫ه‬ ‫اسمال‬ ‫و‬ ‫ة‬ ‫ي‬ ‫حبر‬ . ‫نونا‬ ‫ق‬ ‫ال‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ ‫الومألا‬ ‫ك‬ ‫لت‬ ‫ن‬ ‫م‬ ‫م‬ ‫ك‬ ‫و‬ ‫دويق‬ ‫ال‬ ‫ركذي‬ ‫دق‬ ‫مادخ‬ ‫ت‬ ‫سا‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ ‫ا‬ ‫م‬ ‫وأ‬ ، ‫ة‬ ‫ني‬ ‫عم‬ ‫ة‬ ‫ن‬ ‫س‬ ‫ي‬ ‫أ‬ ‫ي‬ ‫ف‬ ‫اه‬ ‫م‬ ‫ادختسا‬ . ‫ن‬ ‫مث‬ ‫ع‬ ‫فد‬ ‫وأ‬ ‫ءار‬ ‫ش‬ ‫ل‬ ‫الومألا‬ • Permanently Restricted  Permanently restricted assets are donated items that have limitations on use that are attached to it for perpetuity.  Assets that are classified as permanently restricted must be listed as a separate category of assets on the charity’s Statement of Activities. • Temporarily Restricted  Temporarily restricted assets are those that are donated subject to restrictions that are limited to a specific period of time.  An example would be property donated that could only be used for a certain purpose for a period of five years.  Temporarily restricted assets must be listed separately from permanently restricted and unrestricted assets on the charity’s Statement of Activities ‫م‬ ‫ئ‬ ‫اد‬ ‫ل‬ ‫ك‬ ‫شب‬ ‫ةديقم‬ ‫ال‬ • ‫مئاد‬ ‫ل‬ ‫ك‬ ‫شب‬ ‫ةدي‬ ‫ق‬ ‫م‬ ‫ل‬ ‫وصأل‬ ‫ا‬ ‫ع‬ ‫ر‬ ‫بت‬ ‫ال‬ ‫متي‬ ‫ة‬ ‫ق‬ ‫فر‬ ‫م‬ ‫ال‬ ‫ما‬ ‫د‬ ‫خ‬ ‫ت‬ ‫سا‬ ‫ى‬ ‫لع‬ ‫دوي‬ ‫ق‬ ‫اهيد‬ ‫ل‬ ‫يتال‬ ‫ر‬ ‫ص‬ ‫ان‬ ‫ع‬ ‫ال‬ . ‫دبأل‬ ‫ل‬ ‫اه‬ ‫ب‬ ‫ةديق‬ ‫م‬ ‫مئاد‬ ‫ل‬ ‫ك‬ ‫ش‬ ‫ب‬ ‫اهفين‬ ‫صت‬ ‫متي‬ ‫يتال‬ ‫ل‬ ‫وصألا‬ ‫ل‬ ‫وصأل‬ ‫ا‬ ‫نم‬ ‫ةل‬ ‫ص‬ ‫فن‬ ‫م‬ ‫ة‬ ‫ئف‬ ‫ك‬ ‫د‬ ‫رس‬ ‫متي‬ ‫نأ‬ ‫ب‬ ‫جي‬ . ‫ةط‬ ‫شن‬ ‫أل‬ ‫ا‬ ‫نم‬ ‫ة‬ ‫ي‬ ‫ر‬ ‫ي‬ ‫خال‬ ‫ةسس‬ ‫ؤم‬ ‫ال‬ ‫ن‬ ‫اي‬ ‫ب‬ ‫ى‬ ‫لع‬ ‫ا‬ ‫ت‬ ‫قؤم‬ ‫ةديقم‬ ‫ال‬ • ‫ال‬ ‫ت‬ ‫ب‬ ‫ر‬ ‫ع‬ ‫ي‬ ‫ت‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ي‬ ‫ت‬ ‫ل‬ ‫ك‬ ‫يه‬ ‫تقؤم‬‫ا‬ ‫يقم‬‫د‬‫ة‬ ‫لوصأ‬ ‫ة‬ ‫ن‬ ‫ي‬ ‫ع‬ ‫م‬ ‫ة‬ ‫ر‬ ‫ت‬ ‫ف‬ ‫ى‬ ‫لع‬ ‫ر‬ ‫ص‬ ‫تق‬ ‫ت‬ ‫يتال‬ ‫دويق‬ ‫ل‬ ‫ع‬ ‫ضخت‬ ‫اه‬ ‫ب‬ . ‫ن‬ ‫م‬ ‫زال‬ ‫نم‬ ‫ي‬ ‫ت‬ ‫الو‬ ‫اهتق‬ ‫ل‬ ‫ت‬ ‫يتال‬ ‫تاك‬ ‫لتم‬ ‫م‬ ‫ال‬ ‫ن‬ ‫و‬ ‫ك‬ ‫ي‬ ‫س‬ ‫ال‬ ‫ثم‬ ‫س‬ ‫م‬ ‫خ‬ ‫ةدم‬ ‫ل‬ ‫ن‬ ‫يع‬ ‫م‬ ‫ض‬ ‫ر‬ ‫غ‬ ‫ل‬ ‫ال‬ ‫إ‬ ‫مدخ‬ ‫ت‬ ‫ست‬ ‫نأ‬ ‫ن‬ ‫كم‬ ‫ي‬ . ‫ت‬ ‫او‬ ‫ن‬ ‫س‬ ‫ل‬ ‫ك‬ ‫ش‬ ‫ب‬ ‫اتقؤ‬ ‫م‬ ‫ةديق‬ ‫م‬ ‫ل‬ ‫وص‬ ‫أ‬ ‫د‬ ‫رس‬ ‫متي‬ ‫نأ‬ ‫ب‬ ‫جي‬ ‫ةديقم‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غو‬ ‫ةديقم‬ ‫ال‬ ‫ل‬ ‫وصأل‬ ‫ا‬ ‫نع‬ ‫لص‬ ‫فن‬ ‫م‬ ‫نم‬ ‫ة‬ ‫ي‬ ‫ر‬ ‫ي‬ ‫خ‬ ‫ال‬ ‫ةسس‬ ‫ؤم‬ ‫ال‬ ‫ن‬ ‫اي‬ ‫ب‬ ‫ى‬ ‫لع‬ ‫مئاد‬ ‫ل‬ ‫ك‬ ‫شب‬ ‫ةطشنألا‬ • Non-controlling ownership interest in subsidiaries • The shift to the term “non-controlling interest” will emphasize a parent’s substantive control over a subsidiary rather than a simple ownership percentage and will more usefully reflect the underlying economic and accounting concepts ‫تاك‬ ‫رشال‬ ‫يف‬ ‫ة‬ ‫يك‬ ‫لم‬ ‫ةصح‬ ‫ةرطي‬ ‫س‬ ‫م‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ • ‫تال‬‫ا‬‫ب‬‫ع‬‫ة‬ " ‫ة‬ ‫رط‬ ‫ي‬ ‫س‬ ‫م‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ " ‫ح‬ ‫ل‬ ‫طصم‬ ‫ى‬ ‫إل‬ ‫ل‬ ‫وح‬ ‫ت‬ ‫ال‬ • ‫ى‬ ‫لع‬ ‫ن‬ ‫يد‬ ‫ال‬ ‫وال‬ ‫ة‬ ‫ي‬ ‫ع‬ ‫وضوم‬ ‫ال‬ ‫ة‬ ‫باق‬ ‫رال‬ ‫د‬ ‫د‬ ‫ش‬ ‫ي‬ ‫سو‬ ، ‫ة‬ ‫ط‬ ‫ي‬ ‫سب‬ ‫ة‬ ‫يك‬ ‫لم‬ ‫ة‬ ‫ب‬ ‫سن‬ ‫نم‬ ‫ال‬ ‫د‬ ‫ب‬ ‫ة‬ ‫عبا‬ ‫ت‬ ‫ة‬ ‫ك‬ ‫رش‬ ‫ميها‬ ‫فم‬ ‫ال‬ ‫دي‬ ‫ف‬ ‫م‬ ‫ال‬ ‫نم‬ ‫ر‬ ‫ثك‬ ‫أ‬ ‫س‬ ‫ك‬ ‫ع‬ ‫ت‬ ‫فوسو‬ ‫ة‬ ‫ي‬ ‫ساسأل‬ ‫ا‬ ‫ة‬ ‫يب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫و‬ ‫ة‬ ‫يد‬ ‫اص‬ ‫ت‬ ‫قالا‬ 2. Statement of Operations ‫ت‬ ‫ايل‬ ‫م‬ ‫ع‬ ‫ال‬ ‫نم‬ ‫ن‬ ‫اي‬ ‫ب‬ .2 • Summary of the entity’s revenues and expenses over a period of time • Period is usually the time between statements • Uses the accrual basis for accounting • accruals (accrued revenues or accrued expenses) • It does not use the cash basis for accounting • Represents how much the entity earned, its gains and other sources of revenue and the resources used during the accounting period ‫لالخ‬ ‫لل‬‫م‬‫ن‬‫ش‬‫أ‬‫ة‬ ‫نالو‬‫ف‬‫ق‬‫ا‬‫ت‬ ‫تاداريإلا‬ ‫صخلم‬ • ‫ن‬ ‫م‬ ‫زال‬ ‫نم‬ ‫ةر‬ ‫ت‬ ‫ف‬ ‫ت‬ ‫انا‬ ‫ي‬ ‫ب‬ ‫ال‬ ‫ن‬ ‫ي‬ ‫ب‬ ‫ت‬ ‫قوال‬ ‫ن‬ ‫و‬ ‫ك‬ ‫ي‬ ‫ام‬ ‫ةدا‬ ‫ع‬ ‫ةر‬ ‫ت‬ ‫ف‬ • ‫ة‬ ‫ب‬ ‫س‬ ‫ا‬ ‫ح‬ ‫م‬ ‫لل‬ ‫قا‬ ‫ق‬ ‫ح‬ ‫ت‬ ‫سال‬ ‫ا‬ ‫ساس‬ ‫أ‬ ‫مدخ‬ ‫ت‬ ‫سي‬ • ‫و‬ ‫أ‬ ‫ة‬ ‫ق‬ ‫ح‬ ‫ت‬ ‫س‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫د‬ ‫ار‬ ‫ي‬ ‫إل‬ ‫ا‬ ( ‫تاقح‬ ‫ت‬ ‫سم‬ • ) ‫ة‬ ‫ق‬ ‫ح‬ ‫ت‬ ‫س‬ ‫م‬ ‫ال‬ ‫تافور‬ ‫ص‬ ‫م‬ ‫ال‬ ‫ة‬ ‫ب‬ ‫س‬ ‫ا‬ ‫ح‬ ‫م‬ ‫لل‬ ‫ي‬ ‫د‬ ‫قن‬ ‫ال‬ ‫ساسأل‬ ‫ا‬ ‫مدخ‬ ‫ت‬ ‫سي‬ ‫ال‬ • ‫اه‬ ‫ر‬ ‫ي‬ ‫غو‬ ‫ه‬ ‫تاب‬ ‫س‬ ‫تكم‬ ‫و‬ ‫ن‬ ‫اي‬ ‫ك‬ ‫ال‬ ‫لصح‬ ‫را‬ ‫دق‬ ‫م‬ ‫ل‬ ‫ثم‬ ‫ي‬ • ‫ةمدختسمال‬ ‫دراومالو‬ ‫تاداريإلا‬ ‫رداصم‬ ‫نم‬ ‫ة‬ ‫يب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫ةر‬ ‫ت‬ ‫ف‬ ‫ال‬ ‫لالخ‬ 3-Statement of Operation Components ‫ة‬ ‫ي‬ ‫لمع‬ ‫تان‬ ‫و‬ ‫ك‬ ‫م‬ ‫نم‬ ‫ن‬ ‫ايب‬ • Title-name of entity, statement and period for information • Unrestricted revenue, gains and other support • Net patient services revenue • Premium revenue • Other revenue ‫لع‬‫ى‬ ‫لل‬‫ح‬‫لوص‬ ‫فالو‬‫ت‬ ‫ر‬‫ة‬ ‫ب‬ ‫ي‬ ‫ا‬ ‫ن‬ ، ‫ايكال‬‫ن‬ ‫ناونع‬ ‫مسا‬ • ‫تامولعم‬ ‫ن‬ ‫م‬ ‫ا‬ ‫ه‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫و‬ ‫ب‬ ‫ساك‬ ‫م‬ ‫الو‬ ، ‫ةدي‬ ‫ق‬ ‫م‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫تادار‬ ‫ي‬ ‫إلا‬ • ‫م‬ ‫عدال‬ ‫ال‬ ‫ك‬ ‫شأ‬ ‫ض‬ ‫ي‬ ‫رم‬ ‫ال‬ ‫يف‬ ‫ا‬ ‫ص‬ ‫ت‬ ‫ا‬ ‫مدخال‬ ‫تادار‬ ‫ي‬ ‫إ‬ • ‫ط‬ ‫ا‬ ‫سقأ‬ ‫تادار‬ ‫ي‬ ‫إ‬ • ‫ىرخا‬ ‫تاداريا‬ • 4
  • 8.
    HCM 213-Ch2 Statement ofOperations continued ‫تايل‬ ‫م‬ ‫ع‬ ‫ال‬ ‫نم‬ ‫ن‬ ‫اي‬ ‫ب‬ ‫ال‬ ‫لصاوو‬ • Expenses • Depreciation and amortization (non cash expenses) • Other • Operating Income: A company's income from the goods and services it provides, less its operating expenses and depreciation • Non operating items: operating expenses and net income (loss) measures • Excess of revenue over expenses • Excess of revenue over expenses, net of non controlling interest ‫•فيراصم‬ ) ‫ة‬ ‫يدق‬ ‫ن‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫تاق‬ ‫ف‬ ‫ن‬ ‫ال‬ ( ‫ءا‬ ‫ف‬ ‫طإل‬ ‫ا‬ ‫و‬ ‫كال‬ ‫ه‬ ‫ت‬ ‫سال‬ ‫ا‬ • ‫•رخآ‬ ‫ع‬ ‫لسال‬ ‫ن‬ ‫م‬ ‫ة‬ ‫ك‬ ‫رشال‬ ‫لخد‬ : ‫ل‬ ‫يغ‬ ‫ش‬ ‫ت‬ ‫ال‬ ‫لخد‬ • ‫ل‬ ‫يغ‬ ‫ش‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫قف‬ ‫ن‬ ‫لق‬ ‫أ‬ ‫و‬ ، ‫اه‬ ‫م‬ ‫دق‬ ‫ت‬ ‫يتال‬ ‫تامد‬ ‫خال‬ ‫و‬ ‫كالهتسالاو‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫ص‬ ‫و‬ ‫ة‬ ‫ي‬ ‫لي‬ ‫غ‬ ‫ش‬ ‫ت‬ ‫ال‬ ‫تاق‬ ‫ف‬ ‫ن‬ ‫ال‬ : ‫ر‬ ‫ي‬ ‫غ‬ ‫ل‬ ‫ي‬ ‫غ‬ ‫ش‬ ‫ت‬ ‫ال‬ ‫دون‬ ‫ب‬ • ‫ل‬ ‫خدال‬ ‫ر‬ ‫يب‬ ‫ا‬ ‫د‬ ‫ت‬ ‫ال‬ )‫(ةراسخال‬ ‫ت‬ ‫اق‬ ‫ف‬ ‫ن‬ ‫ال‬ ‫ى‬ ‫لع‬ ‫ت‬ ‫ا‬ ‫د‬ ‫ار‬ ‫ي‬ ‫إل‬ ‫ا‬ ‫ضئا‬ ‫ف‬ • ‫نم‬ ‫ة‬ ‫كب‬ ‫شو‬ ، ‫تا‬ ‫قفن‬ ‫ال‬ ‫ى‬ ‫لع‬ ‫ت‬ ‫ا‬ ‫د‬ ‫ار‬ ‫ي‬ ‫إل‬ ‫ا‬ ‫ضئا‬ ‫ف‬ • ‫ةرطي‬ ‫س‬ ‫م‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫حالص‬ ‫م‬ ‫ال‬ 4-Statement of Changes in Net Assets ‫ل‬ ‫وصأل‬ ‫ا‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫ص‬ ‫يف‬ ‫ت‬ ‫ار‬ ‫يغت‬ ‫ال‬ ‫ن‬ ‫ايب‬ • Repeats some of the information on the statement of operations to explain changes in unrestricted net assets but also adds information about changes in restricted net assets • Areas covered are unrestricted net assets, temporarily restricted net assets, permanently restricted net assets, increase in net assets and net assets at the beginning and end of the year ‫تايل‬ ‫م‬ ‫ع‬ ‫ة‬ ‫مئا‬ ‫ق‬ ‫ى‬ ‫لع‬ ‫تام‬ ‫و‬ ‫لع‬ ‫م‬ ‫ال‬ ‫ضع‬ ‫ب‬ ‫رار‬ ‫ك‬ ‫ت‬ • ‫ر‬ ‫ي‬ ‫غ‬ ‫ت‬ ‫ا‬ ‫د‬ ‫و‬ ‫ج‬ ‫و‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫ص‬ ‫يف‬ ‫ت‬ ‫ار‬ ‫يغت‬ ‫ال‬ ‫ح‬ ‫رشل‬ ‫ت‬ ‫ار‬ ‫يغت‬ ‫ال‬ ‫ل‬ ‫و‬ ‫ح‬ ‫ت‬ ‫ا‬ ‫مولعم‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ضت‬ ‫اهنك‬ ‫ل‬ ‫ةديقم‬ ‫ال‬ ‫ةديقم‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫د‬ ‫وجوم‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫ص‬ ‫يف‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ت‬ ‫ا‬ ‫دو‬ ‫ج‬ ‫و‬ ‫م‬ ‫ال‬ ‫يف‬ ‫ا‬ ‫ص‬ ‫ي‬ ‫ه‬ ‫ة‬ ‫ل‬ ‫ومشمال‬ ‫قط‬ ‫ا‬ ‫ن‬ ‫م‬ ‫ال‬ • ‫لكشب‬ ، ‫ا‬ ‫ت‬ ‫ق‬ ‫ؤ‬ ‫م‬ ‫ةدي‬ ‫ق‬ ‫م‬ ‫ال‬ ‫تادو‬ ‫ج‬ ‫ومال‬ ‫يفا‬ ‫ص‬ ، ‫ةدي‬ ‫ق‬ ‫م‬ ‫ال‬ ‫يفا‬ ‫ص‬ ‫ي‬ ‫ف‬ ‫ةدا‬ ‫ي‬ ‫زو‬ ، ‫ل‬ ‫و‬ ‫صأل‬ ‫ا‬ ‫يفا‬ ‫ص‬ ‫د‬ ‫ي‬ ‫قم‬ ‫م‬ ‫ئ‬ ‫اد‬ ‫ماعال‬ ‫ةياهنو‬ ‫ادب‬‫ي‬‫ة‬ ‫ف‬ ‫ي‬ ‫تادوجومال‬ ‫اصو‬‫ف‬‫ي‬ ‫لوصألا‬ 5-Statement of Cash Flows ‫ة‬ ‫يدق‬ ‫ن‬ ‫ال‬ ‫تاقف‬ ‫د‬ ‫ت‬ ‫ال‬ ‫ن‬ ‫ايب‬ • Takes the accrual basis financial statements that report activity as it was earned and expended or committed for expenditure and converts it to the actual flow of cash • Covers the same time period as the statement of operations • Discloses key noncash investing and financing transactions ‫نأ‬ ‫ا‬‫ال‬‫تس‬‫ح‬‫اق‬‫ق‬ ‫ساسأ‬ ‫ةيالمال‬ ‫بال‬‫ي‬‫ا‬‫ن‬‫ا‬‫ت‬ ‫ت‬ ‫ح‬ ‫ي‬ ‫ط‬ • ‫و‬ ‫أ‬ ‫ق‬ ‫ف‬ ‫ن‬ ‫أو‬ ‫كل‬ ‫ذ‬ ‫لصح‬ ‫ام‬ ‫ك‬ ‫طاش‬ ‫ن‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫رقت‬ ‫قفدت‬ ‫ى‬ ‫إل‬ ‫اه‬ ‫لوحتو‬ ‫تافور‬ ‫ص‬ ‫م‬ ‫لل‬ ‫ص‬ ‫ص‬ ‫خ‬ ‫ال‬ ‫ع‬ ‫ف‬ ‫ة‬ ‫يدق‬ ‫ن‬ ‫ال‬ ‫الو‬ ‫م‬ ‫أل‬ ‫ا‬ ‫تايل‬ ‫م‬ ‫ع‬ ‫ة‬ ‫مئا‬ ‫ق‬ ‫س‬ ‫ف‬ ‫ن‬ ‫ة‬ ‫ي‬ ‫ن‬ ‫م‬ ‫زال‬ ‫ةر‬ ‫ت‬ ‫ف‬ ‫ال‬ ‫يط‬ ‫غ‬ ‫ي‬ • ‫رام‬ ‫ث‬ ‫ت‬ ‫سال‬ ‫ا‬ ‫ة‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ئ‬ ‫رال‬ ‫ت‬ ‫ال‬ ‫م‬ ‫اعم‬ ‫ال‬ ‫نع‬ ‫حص‬ ‫ف‬ ‫ت‬ • ‫ل‬ ‫يو‬ ‫م‬ ‫ت‬ ‫ال‬ ‫و‬ ‫ة‬ ‫يدق‬ ‫ن‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ Statement of Cash Flows Components ‫ت‬ ‫ا‬ ‫نو‬ ‫ك‬ ‫م‬ ‫ة‬ ‫يدق‬ ‫ن‬ ‫ال‬ ‫تاقف‬ ‫د‬ ‫ت‬ ‫ال‬ ‫ن‬ ‫ايب‬ • Title-Name of entity, statement and period of time statement covers • Cash flows from operating activities (in entity) • Cash flows from investing activities (includes investing in self) • Cash flows from financing activities • Net increase (decrease) in cash & cash equivalents • Cash & cash equivalents at beginning of year • Cash & cash equivalents at end of the year • Supplemental information ‫يطغي‬ ‫ب‬ ‫ي‬ ‫ا‬ ‫ن‬ ‫نم‬ ‫فالو‬‫ت‬ ‫ر‬‫ة‬ ‫ب‬ ‫ي‬ ‫ا‬ ‫ن‬ ، ‫ايكال‬‫ن‬ ‫مسا‬ ، ‫ناونع‬ • ‫تقوال‬ ) ‫نا‬ ‫ي‬ ‫ك‬ ‫ي‬ ‫ف‬ ( ‫ة‬ ‫ي‬ ‫ل‬ ‫ي‬ ‫غ‬ ‫ش‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫ط‬ ‫ش‬ ‫ن‬ ‫ألا‬ ‫ن‬ ‫م‬ ‫ة‬ ‫ي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫ت‬ ‫اقفدت‬ ‫ال‬ • ‫ل‬ ‫م‬ ‫ش‬ ‫ت‬ ‫و‬ ( ‫ة‬ ‫ي‬ ‫را‬ ‫م‬ ‫ث‬ ‫ت‬ ‫سالا‬ ‫ة‬ ‫ط‬ ‫ش‬ ‫ن‬ ‫ألا‬ ‫ن‬ ‫م‬ ‫ة‬ ‫ي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫ت‬ ‫اقفدت‬ ‫ال‬ • ) ‫ت‬ ‫اذال‬ ‫ي‬ ‫ف‬ ‫را‬ ‫م‬ ‫ثت‬ ‫سالا‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ي‬ ‫وم‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫ط‬ ‫ش‬ ‫ن‬ ‫ألا‬ ‫ن‬ ‫م‬ ‫ة‬ ‫ي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫ت‬ ‫اقفدت‬ ‫ال‬ • ‫ل‬ ‫دا‬ ‫ع‬ ‫م‬ ‫ال‬ ‫دق‬ ‫ن‬ ‫الو‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫ي‬ ‫ف‬ ) ‫صق‬ ‫ن‬ ‫ال‬ ( ‫ةدا‬ ‫ي‬ ‫زال‬ ‫يفا‬ ‫ص‬ • ‫ة‬ ‫ن‬ ‫سال‬ ‫ة‬ ‫ي‬ ‫ادب‬ ‫ي‬ ‫ف‬ ‫ل‬ ‫داع‬ ‫م‬ ‫ال‬ ‫دق‬ ‫ن‬ ‫الو‬ ‫دق‬ ‫ن‬ ‫ال‬ • ‫ةن‬ ‫سال‬ ‫ة‬ ‫ي‬ ‫اه‬ ‫ن‬ ‫ي‬ ‫ف‬ ‫ل‬ ‫داع‬ ‫م‬ ‫ال‬ ‫دق‬ ‫ن‬ ‫الو‬ ‫دق‬ ‫ن‬ ‫ال‬ • ‫إ‬‫ض‬‫ا‬‫ف‬‫ي‬‫ة‬ ‫تامولعم‬ • Operating Activities ‫ل‬ ‫يغ‬ ‫ش‬ ‫ت‬ ‫ال‬ ‫ةط‬ ‫شن‬ ‫أ‬ Inflows • Receipts from customers • Cash dividends received • Interest from borrowers • Other ‫ت‬ ‫د‬ ‫ف‬ ‫ق‬ ‫ا‬ ‫ت‬ ‫ء‬ ‫ال‬ ‫م‬ ‫ع‬ ‫ال‬ ‫نم‬ ‫ت‬ ‫ال‬ ‫ا‬ ‫ص‬ ‫ي‬ ‫إ‬ • ‫تق‬ ‫لت‬ ‫ة‬ ‫يدق‬ ‫ن‬ ‫ت‬ ‫ا‬ ‫عي‬ ‫زوت‬ • ‫ن‬ ‫ي‬ ‫ضر‬ ‫تقم‬ ‫ال‬ ‫نم‬ ‫ةدئافال‬ • ‫•رخآ‬ Outflows • Salaries and wages • Payments to suppliers • Taxes and fines • Interest paid to lenders • Other ‫ت‬ ‫د‬ ‫ف‬ ‫ق‬ ‫ا‬ ‫ت‬ ‫روجألاو‬ ‫بتاورال‬ • ‫ن‬ ‫يد‬ ‫ر‬ ‫و‬ ‫م‬ ‫لل‬ ‫تا‬ ‫ع‬ ‫وفدمال‬ • ‫تام‬ ‫ار‬ ‫غ‬ ‫ال‬ ‫و‬ ‫بئ‬ ‫ارضال‬ • ‫ن‬ ‫ي‬ ‫ضرق‬ ‫م‬ ‫لل‬ ‫ةع‬ ‫وفد‬ ‫م‬ ‫دئاو‬ ‫ف‬ • ‫•رخآ‬ 5
  • 9.
    HCM 213-Ch2 Investing Activities‫ة‬ ‫ي‬ ‫رام‬ ‫ث‬ ‫ت‬ ‫سإ‬ ‫تاطاشن‬ Inflows • Selling long-term productive assets • Selling equity investments • Collecting principal on loans • Other ‫ت‬ ‫د‬ ‫ف‬ ‫ق‬ ‫ا‬ ‫ت‬ ‫ليوطال‬ ‫ىدمال‬ ‫لع‬‫ى‬ ‫ب‬ ‫ي‬ ‫ع‬ ‫ا‬‫إل‬‫ن‬‫ت‬‫ا‬‫ج‬‫ي‬‫ة‬ ‫لوصألا‬ • ‫م‬ ‫ه‬ ‫سأل‬ ‫ا‬ ‫عي‬ ‫ب‬ ‫ت‬ ‫ار‬ ‫امثت‬ ‫سا‬ • ‫ض‬ ‫ورق‬ ‫ال‬ ‫ى‬ ‫لع‬ ‫ة‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ئ‬ ‫رال‬ ‫عم‬ ‫ج‬ • ‫•رخآ‬ Outflows • Purchasing long-term productive assets • Purchasing equity investments • Purchasing debt investments • Other ‫تاقف‬ ‫دت‬ ‫ل‬ ‫يوط‬ ‫ال‬ ‫ى‬ ‫د‬ ‫م‬ ‫ال‬ ‫ى‬ ‫لع‬ ‫ة‬ ‫ي‬ ‫جات‬ ‫ن‬ ‫إل‬ ‫ا‬ ‫ل‬ ‫وصأل‬ ‫ا‬ ‫ءارش‬ ‫م‬ ‫ه‬ ‫سأل‬ ‫ا‬ ‫ت‬ ‫ار‬ ‫امثت‬ ‫سا‬ ‫ءارش‬ ‫ن‬ ‫و‬ ‫ي‬ ‫د‬ ‫ال‬ ‫ت‬ ‫ار‬ ‫امثت‬ ‫سا‬ ‫ءارش‬ ‫رخآ‬ Financing Activities ‫ل‬ ‫يو‬ ‫م‬ ‫ت‬ ‫ال‬ ‫ةط‬ ‫شن‬ ‫أ‬ Inflows • Issuing its own equity securities • Issuing bonds and notes • Issuing short- and long-term liabilities ‫فد‬‫ق‬‫ا‬‫ت‬ ‫ا‬ ‫ه‬ ‫ب‬ ‫ة‬ ‫ص‬ ‫اخال‬ ‫ةي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫قار‬ ‫و‬ ‫ألا‬ ‫رادصإ‬ • ‫ت‬ ‫ا‬ ‫ن‬ ‫وذأ‬ ‫و‬ ‫ت‬ ‫اد‬ ‫ن‬ ‫س‬ ‫رادصإ‬ • ‫موصخال‬ ‫لجألا‬ ‫ليوطو‬‫ة‬ ‫لجألا‬ ‫يصق‬ ‫ر‬‫ة‬ ‫رادصإ‬ • Outflows • Pay dividends • Purchasing treasury stock • Repaying cash loans • Paying owners’ withdrawals ‫ت‬ ‫د‬ ‫ف‬ ‫ق‬ ‫ا‬ ‫ت‬ ‫ع‬ ‫ف‬ ‫د‬ ‫ال‬ ‫حابر‬ ‫أ‬ • ‫ة‬ ‫ني‬ ‫زخال‬ ‫مه‬ ‫س‬ ‫أ‬ ‫ءارش‬ • ‫ا‬ ‫دق‬ ‫ن‬ ‫دادس‬ ‫ضور‬ ‫ق‬ • ‫ا‬ ‫هباح‬ ‫صأ‬ ‫ب‬ ‫حس‬ ‫ة‬ ‫يناكم‬ ‫إ‬ • Noncash Investing and Financing ‫ل‬ ‫ي‬ ‫و‬ ‫مت‬ ‫ال‬ ‫و‬ ‫رام‬ ‫ث‬ ‫ت‬ ‫سال‬ ‫ا‬ ‫؟ة‬ ‫يدق‬ ‫ن‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ Items requiring separate disclosure include: • Retirement of debt by issuing equity securities. • Conversion of preferred stock to common stock. • Leasing of assets in a capital lease transaction. : ‫ل‬ ‫مش‬ ‫ت‬ ‫ةل‬ ‫ص‬ ‫ف‬ ‫ن‬ ‫م‬ ‫فش‬ ‫ك‬ ‫ال‬ ‫ب‬ ‫لط‬ ‫ت‬ ‫ت‬ ‫يتال‬ ‫دونب‬ ‫ال‬ ‫قا‬ ‫ر‬ ‫و‬ ‫أ‬ ‫را‬ ‫د‬ ‫ص‬ ‫إ‬ ‫لال‬ ‫خ‬ ‫نم‬ ‫ن‬ ‫و‬ ‫ي‬ ‫د‬ ‫ال‬ ‫نم‬ ‫د‬ ‫ع‬ ‫اق‬ ‫ت‬ ‫ال‬ • .‫ةيالم‬ . ‫ة‬ ‫يد‬ ‫اع‬ ‫مه‬ ‫س‬ ‫أ‬ ‫ى‬ ‫إل‬ ‫ةزا‬ ‫ت‬ ‫م‬ ‫م‬ ‫ال‬ ‫مه‬ ‫س‬ ‫أل‬ ‫ا‬ ‫ل‬ ‫يوح‬ ‫ت‬ • ‫راجيإلا‬ ‫ةلماعم‬ ‫ف‬ ‫ي‬ ‫لوصألل‬ ‫تال‬‫م‬‫يو‬‫ل‬‫ي‬ ‫تال‬‫أ‬‫ج‬‫ي‬‫ر‬ • .‫ةمصاعال‬ Summary • Examined have been the 4 basic financial statements which comprise a picture of the financial health of a non profit, business oriented health care entity. • The four basic financial statements are: • Balance Sheet • Statement of Operations • Statement of Changes in Net Assets • Statement of Cash Flows ‫ي‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ساسأل‬ ‫ا‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫مئاو‬ ‫ق‬ ‫ال‬ 4 ‫تنا‬ ‫ك‬ ‫ت‬ ‫صحف‬ • ‫ال‬ ‫م‬ ‫عأل‬ ‫ا‬ ، ‫ح‬ ‫ب‬ ‫رلل‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫ع‬ ‫ض‬ ‫وال‬ ‫ةرو‬ ‫ص‬ ‫ن‬ ‫و‬ ‫ك‬ ‫ت‬ ‫ت‬ . ‫ة‬ ‫ي‬ ‫ح‬ ‫صال‬ ‫ة‬ ‫يا‬ ‫ع‬ ‫ر‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ن‬ ‫اي‬ ‫ك‬ ‫لل‬ ‫ة‬ ‫ه‬ ‫جو‬ ‫م‬ ‫ال‬ : ‫يه‬ ‫ة‬ ‫ع‬ ‫ب‬ ‫رأل‬ ‫ا‬ ‫ة‬ ‫ي‬ ‫ساسأل‬ ‫ا‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫تانا‬ ‫ي‬ ‫ب‬ ‫ال‬ • ‫اوتال‬‫ز‬‫ن‬ ‫ةقرو‬ • ‫ت‬ ‫ايل‬ ‫م‬ ‫ع‬ ‫ال‬ ‫نم‬ ‫ن‬ ‫اي‬ ‫ب‬ • ‫ل‬ ‫و‬ ‫ص‬ ‫أل‬ ‫ا‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫ص‬ ‫يف‬ ‫ت‬ ‫ار‬ ‫يغت‬ ‫ال‬ ‫ن‬ ‫اي‬ ‫ب‬ • ‫نال‬‫ق‬‫د‬‫ي‬‫ة‬ ‫ال‬ ‫ت‬ ‫د‬‫ف‬ ‫ق‬‫ا‬‫ت‬ ‫ب‬ ‫ي‬ ‫ا‬ ‫ن‬ • 6
  • 10.
    3 ‫نم‬1 ‫ةحفصال‬ HCM213-Ch3 Principles and Practices of Health Care Accounting ‫ة‬ ‫بسا‬ ‫ح‬ ‫م‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫ر‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫سر‬ ‫ا‬ ‫ممو‬ ‫ئ‬ ‫د‬ ‫ا‬ ‫بم‬ Learning Objectives ‫م‬ ‫ل‬ ‫عت‬ ‫ال‬ ‫ف‬ ‫ادها‬ • Record financial transactions • Understand the basics of accrual accounting • Summarize transactions info financial statements ‫لجس‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ال‬ ‫م‬ ‫اعم‬ ‫ال‬ • ‫ق‬ ‫اقح‬ ‫ت‬ ‫سال‬ ‫ا‬ ‫سا‬ ‫س‬ ‫أ‬ ‫ىلع‬ ‫ة‬ ‫ب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫تاي‬ ‫س‬ ‫اس‬ ‫أ‬ ‫مهف‬ • ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫مئاو‬ ‫ق‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ت‬ ‫ال‬ ‫م‬ ‫اعم‬ ‫ال‬ ‫صيخل‬ ‫ت‬ • Analyzing and Recording Process ‫ة‬ ‫ي‬ ‫ل‬ ‫مع‬ ‫ليج‬ ‫س‬ ‫ت‬ ‫و‬ ‫لي‬ ‫ل‬ ‫ح‬ ‫ت‬ Exchanges of economic consideration between two parties ‫ن‬ ‫ي‬ ‫فرط‬ ‫ن‬ ‫ي‬ ‫ب‬ ‫ي‬ ‫د‬ ‫ا‬ ‫ص‬ ‫ت‬ ‫قالا‬ ‫را‬ ‫بت‬ ‫عال‬ ‫ا‬ ‫ل‬ ‫د‬ ‫ا‬ ‫ب‬ ‫ت‬ External Transactions occur between the organization and an outside party. ‫فرطو‬ ‫ةمظنمال‬ ‫ب‬ ‫ي‬ ‫ن‬ ‫ةيجراخال‬ ‫تالماعمال‬ ‫ثدحت‬ .‫يجراخ‬ Internal Transactions occur within the organization. . ‫ة‬ ‫م‬ ‫ظ‬ ‫ن‬ ‫م‬ ‫ال‬ ‫لخاد‬ ‫ة‬ ‫ي‬ ‫لخ‬ ‫ا‬ ‫د‬ ‫ال‬ ‫ت‬ ‫ال‬ ‫م‬ ‫اعم‬ ‫ال‬ ‫ثد‬ ‫حت‬ journal ‫ةلجم‬ In accounting, the journal is the first recording of financial transactions as they occur in time. So that they can then be used for future reconciling and transfer to other official accounting records such as the general ledger. The purpose of a journal is to record transactions in chronological order. ‫ل‬ ‫ي‬ ‫ج‬ ‫س‬ ‫ت‬ ‫ل‬ ‫و‬ ‫أ‬ ‫ي‬ ‫ه‬ ‫ة‬ ‫ل‬ ‫جمالو‬ ، ‫ة‬ ‫ب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫ال‬ ‫جم‬ ‫يف‬ . ‫بسانمال‬ ‫تقوال‬ ‫ف‬ ‫ي‬ ‫اهثودح‬ ‫دنع‬ ‫يالمال‬‫ة‬ ‫تالماعمال‬ ‫ى‬ ‫إل‬ ‫لق‬ ‫ن‬ ‫و‬ ‫ة‬ ‫ي‬ ‫و‬ ‫ست‬ ‫ل‬ ‫ك‬ ‫ل‬ ‫ذ‬ ‫دع‬ ‫ب‬ ‫اه‬ ‫م‬ ‫ادختس‬ ‫ا‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ ‫ث‬ ‫ي‬ ‫حب‬ ‫لب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ي‬ ‫ف‬ ‫ى‬ ‫ر‬ ‫خأل‬ ‫ا‬ ‫ة‬ ‫ي‬ ‫مس‬ ‫ر‬ ‫ال‬ ‫ة‬ ‫يب‬ ‫س‬ ‫ا‬ ‫حمال‬ ‫ت‬ ‫ال‬ ‫جسال‬ . ‫م‬ ‫اعال‬ ‫ذا‬ ‫ت‬ ‫سألا‬ ‫ر‬ ‫ت‬ ‫فد‬ ‫ل‬ ‫ث‬ ‫م‬ ‫ف‬ ‫ي‬ ‫تالماعمال‬ ‫ت‬ ‫س‬ ‫ج‬ ‫ي‬ ‫ل‬ ‫ىإل‬ ‫ةلجمال‬ ‫نم‬ ‫ضرغال‬ . ‫ي‬ ‫ن‬ ‫مز‬ ‫ال‬ ‫ب‬ ‫يت‬ ‫ر‬ ‫ت‬ ‫ال‬ Ledger ‫ت‬ ‫ا‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫ال‬ ‫ر‬ ‫ت‬ ‫فد‬ The ledger is a collection of all accounts for an information system. A company's main accounting records. A general ledger is a complete record of financial transactions over the life of a company. The ledger holds account information that is needed to prepare financial statements, and includes accounts for assets, liabilities, net assets, revenues and expenses. The purpose of a ledger is to provide a record of the balance in each account. ‫ماظ‬ ‫ن‬ ‫ل‬ ‫ت‬ ‫ا‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫ال‬ ‫ل‬ ‫ك‬ ‫ع‬ ‫م‬ ‫ج‬ ‫و‬ ‫ه‬ ‫ذ‬ ‫ا‬ ‫ت‬ ‫سألا‬ ‫ر‬ ‫ت‬ ‫فد‬ .‫تامولعمال‬ ‫ذ‬ ‫ا‬ ‫ت‬ ‫سألا‬ ‫ر‬ ‫ت‬ ‫ف‬ ‫د‬ ‫و‬ . ‫ة‬ ‫ك‬ ‫رشلل‬ ‫ةي‬ ‫س‬ ‫ي‬ ‫ئ‬ ‫رال‬ ‫ة‬ ‫يب‬ ‫س‬ ‫ا‬ ‫حمال‬ ‫ت‬ ‫ال‬ ‫جسال‬ ‫رمع‬ ‫ى‬ ‫د‬ ‫م‬ ‫ى‬ ‫لع‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫مال‬ ‫ت‬ ‫ال‬ ‫م‬ ‫ا‬ ‫ع‬ ‫م‬ ‫ل‬ ‫ل‬ ‫ال‬ ‫م‬ ‫ا‬ ‫ك‬ ‫الج‬ ‫س‬ ‫و‬ ‫ما‬ ‫ع‬ ‫ال‬ ‫دادعإل‬ ‫ةمزالال‬ ‫تامولعمال‬ ‫ا‬‫أل‬‫تس‬‫ا‬‫ذ‬ ‫لمحي‬ . ‫ةكرشال‬ ‫لوصألا‬ ‫اسح‬‫ب‬‫ا‬‫ت‬ ‫يو‬‫ت‬‫ض‬‫نم‬ ، ‫باسح‬ ‫يالمال‬‫ة‬ ‫بال‬ ‫ي‬ ‫ا‬‫ن‬ ‫ا‬‫ت‬ ‫تادا‬ ‫ر‬ ‫ي‬ ‫إل‬ ‫او‬ ‫ة‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫صال‬ ‫ل‬ ‫و‬ ‫ص‬ ‫ألاو‬ ‫مو‬ ‫ص‬ ‫خالو‬ .‫تافورصمالو‬ ‫ف‬ ‫ي‬ ‫لل‬‫ت‬‫و‬‫ا‬‫ز‬‫ن‬ ‫لجس‬ ‫ت‬ ‫و‬ ‫ف‬ ‫ي‬ ‫ر‬ ‫وه‬ ‫ا‬‫أل‬‫تس‬‫ا‬‫ذ‬ ‫د‬ ‫ف‬ ‫ت‬ ‫ر‬ ‫نم‬ ‫ضرغال‬ . ‫ب‬ ‫اس‬ ‫ح‬ ‫لك‬ The “Book” "‫باتكال‬ • As transactions occur, they are recorded chronologically in a journal • Periodically the transactions are summarized by account into a ledger • The journal and ledger make up the chronological listing of transactions and the current balance in each account • Totals for each account in the ledger are used to prepare the four financial statements ‫يف‬ ‫اي‬ ‫ن‬ ‫م‬ ‫ز‬ ‫اه‬ ‫لي‬ ‫ج‬ ‫ست‬ ‫متي‬ ، ‫تال‬ ‫م‬ ‫ا‬ ‫عم‬ ‫ال‬ ‫ثد‬ ‫حت‬ ‫ام‬ ‫ك‬ • ‫ةلجم‬ ‫باس‬ ‫ح‬ ‫ق‬ ‫ي‬ ‫رط‬ ‫نع‬ ‫ت‬ ‫ال‬ ‫م‬ ‫اعم‬ ‫ال‬ ‫صخ‬ ‫ل‬ ‫ت‬ ‫ت‬ ‫ي‬ ‫ر‬ ‫و‬ ‫د‬ • ‫ذ‬ ‫ا‬ ‫ت‬ ‫سأل‬ ‫ا‬ ‫رتفد‬ ‫يف‬ ‫ب‬ ‫سح‬ ‫ة‬ ‫ب‬ ‫ت‬ ‫رم‬ ‫ل‬ ‫ك‬ ‫شت‬ ‫ذ‬ ‫ا‬ ‫ت‬ ‫سأل‬ ‫ا‬ ‫ر‬ ‫ت‬ ‫ف‬ ‫د‬ ‫و‬ ‫ةلجمال‬ • ‫ف‬ ‫ي‬ ‫يالحال‬ ‫نزاوتالو‬ ‫تالماعمال‬ ‫ينمزال‬ ‫ت‬ ‫س‬ ‫ل‬ ‫س‬ ‫ل‬ ‫ه‬ ‫ا‬ ‫باس‬ ‫ح‬ ‫لك‬ ‫ذ‬ ‫ات‬ ‫س‬ ‫أل‬ ‫ا‬ ‫ر‬ ‫ت‬ ‫فد‬ ‫ي‬ ‫ف‬ ‫باس‬ ‫ح‬ ‫ل‬ ‫ك‬ ‫ل‬ ‫عيماجمال‬ ‫مدخ‬ ‫ت‬ ‫ست‬ • ‫ة‬ ‫عب‬ ‫رأل‬ ‫ا‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫مئاو‬ ‫ق‬ ‫ال‬ ‫د‬ ‫ا‬ ‫د‬ ‫ع‬ ‫إل‬ Analyzing and Recording Process ‫ة‬ ‫ي‬ ‫ل‬ ‫مع‬ ‫لي‬ ‫ج‬ ‫س‬ ‫ت‬ ‫و‬ ‫لي‬ ‫ل‬ ‫ح‬ ‫ت‬ 2. Analyze each transaction and event from source documents 3. Record relevant transactions and events in a journal 4. Post journal information to ledger accounts 5. Prepare and analyze the trial balance ‫ق‬ ‫ئ‬ ‫ا‬ ‫ث‬ ‫و‬ ‫نم‬ ‫ثد‬ ‫حال‬ ‫و‬ ، ‫ةلما‬ ‫ع‬ ‫م‬ ‫لك‬ ‫ل‬ ‫ي‬ ‫لحت‬ .1 ‫ردصم‬ ‫ةل‬ ‫ص‬ ‫ال‬ ‫ت‬ ‫اذ‬ ‫ث‬ ‫ا‬ ‫د‬ ‫حأل‬ ‫ا‬ ‫و‬ ‫تالماعم‬ ‫ال‬ .2 ‫ة‬ ‫لج‬ ‫م‬ ‫ي‬ ‫ف‬ ‫لجس‬ ‫ة‬ ‫ي‬ ‫رود‬ ‫تامولع‬ ‫م‬ ‫ة‬ ‫ك‬ ‫راش‬ ‫م‬ ‫ال‬ .3 ‫ذ‬ ‫ات‬ ‫س‬ ‫أل‬ ‫ا‬ ‫ر‬ ‫ت‬ ‫فد‬ ‫تاباس‬ ‫حل‬ ‫ة‬ ‫ع‬ ‫جار‬ ‫م‬ ‫ال‬ ‫ناز‬ ‫ي‬ ‫م‬ ‫ل‬ ‫ي‬ ‫لحتو‬ ‫د‬ ‫ا‬ ‫د‬ ‫عإ‬ .4
  • 11.
    HCM 213-Ch3 Source Documents‫ر‬ ‫د‬ ‫ص‬ ‫م‬ ‫قئ‬ ‫ا‬ ‫ثو‬ 1. Employee Earnings Records 2. Checks 3. Bills from Suppliers 4. Purchase Orders 5. Bank Statements 6. Sales Tickets ‫ف‬ ‫ظ‬ ‫و‬ ‫م‬ ‫حابرأل‬ ‫ا‬ .1 ‫ل‬ ‫ي‬ ‫جس‬ ‫ت‬ ‫تاكي‬ ‫شال‬ .2 ‫ن‬ ‫يد‬ ‫ر‬ ‫و‬ ‫م‬ ‫ال‬ ‫نم‬ ‫ر‬ ‫يت‬ ‫اوف‬ .3 ‫ء‬ ‫ارشال‬ ‫رماوأ‬ .4 ‫ك‬ ‫نب‬ ‫ال‬ ‫باس‬ ‫ح‬ ‫فشك‬ .5 ‫ت‬ ‫اعيبم‬ ‫ال‬ ‫ر‬ ‫ك‬ ‫ا‬ ‫ذ‬ ‫ت‬ .6 Methods of Accounting ‫ة‬ ‫بسا‬ ‫ح‬ ‫م‬ ‫ال‬ ‫بي‬ ‫ال‬ ‫سأ‬ • Cash basis of accounting- tracks cash when received and when cash is expended regardless of when services were provided or resources were used • Accrual basis of accounting- records revenues when earned and resources used regardless of the flow of cash in or out of the entity • Health care organizations use accrual accounting ‫ت‬ ‫ار‬ ‫اس‬ ‫م‬ ‫ال‬ - ‫ة‬ ‫ب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ي‬ ‫د‬ ‫قن‬ ‫ال‬ ‫ساسأل‬ ‫ا‬ • ‫ضغ‬ ‫ب‬ ‫ة‬ ‫يدق‬ ‫ن‬ ‫ال‬ ‫تقفن‬ ‫أ‬ ‫امدنع‬ ‫و‬ ‫ىقل‬ ‫ت‬ ‫ا‬ ‫م‬ ‫دن‬ ‫ع‬ ‫ة‬ ‫يدق‬ ‫ن‬ ‫ال‬ ‫تمد‬ ‫خ‬ ‫ت‬ ‫سا‬ ‫و‬ ‫أ‬ ‫تامد‬ ‫خ‬ ‫تمد‬ ‫ق‬ ‫ىت‬ ‫م‬ ‫نع‬ ‫رظ‬ ‫ن‬ ‫ال‬ ‫دراومال‬ ‫ت‬ ‫ا‬ ‫د‬ ‫ار‬ ‫ي‬ ‫إ‬ - ‫يبساحمال‬ ‫قا‬ ‫ق‬ ‫ح‬ ‫ت‬ ‫سال‬ ‫ا‬ ‫س‬ ‫اسأ‬ • ‫ةمدختسمال‬ ‫دراومالو‬ ‫لصح‬ ‫امدنع‬ ‫تالجسال‬ ‫ج‬ ‫راخ‬ ‫و‬ ‫أ‬ ‫ل‬ ‫خ‬ ‫اد‬ ‫ي‬ ‫د‬ ‫ق‬ ‫ن‬ ‫قفدت‬ ‫نع‬ ‫رظ‬ ‫ن‬ ‫ال‬ ‫ضغب‬ ‫يكال‬‫ا‬‫ن‬ ‫ة‬ ‫ب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫تام‬ ‫ظ‬ ‫ن‬ ‫م‬ ‫ما‬ ‫د‬ ‫خ‬ ‫ت‬ ‫سا‬ • ‫قا‬ ‫ق‬ ‫ح‬ ‫ت‬ ‫سال‬ ‫ا‬ ‫س‬ ‫اسأ‬ ‫ىلع‬ Recording Transactions ‫تال‬ ‫م‬ ‫ا‬ ‫ع‬ ‫م‬ ‫ال‬ ‫ليجست‬ 2 rules under accrual accounting • First At least two accounts must be used to record a transaction a) Increase(decrease) an asset account whenever assets are acquired (used) b) Increase (decrease) a liability account whenever obligations are incurred (paid for) c) Increase a revenues, gains, or other support account when it occurs d) Increase an expense account when an asset is used ‫ق‬ ‫اقح‬ ‫ت‬ ‫سال‬ ‫ا‬ ‫س‬ ‫اسأ‬ ‫ى‬ ‫لع‬ ‫ة‬ ‫ب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫ت‬ ‫حت‬ ‫د‬ ‫ع‬ ‫اوق‬ ‫تاباس‬ ‫ح‬ ‫لقألا‬ ‫ى‬ ‫لع‬ ‫ن‬ ‫ينث‬ ‫ا‬ • ‫ما‬ ‫د‬ ‫خ‬ ‫ت‬ ‫سا‬ ‫بجي‬ ‫ت‬ ‫ال‬ ‫م‬ ‫اعم‬ ‫ال‬ ‫ل‬ ‫ي‬ ‫جس‬ ‫ت‬ ‫ل‬ ‫متي‬ ‫ام‬ ‫لك‬ ‫ل‬ ‫وصأل‬ ‫ا‬ ‫باس‬ ‫ح‬ ) ‫ص‬ ‫قن‬ ‫ال‬ ( ‫ة‬ ‫د‬ ‫ا‬ ‫ي‬ ‫زال‬ )‫أ‬ ) ‫ةمدخ‬ ‫ت‬ ‫س‬ ‫م‬ ‫ال‬ ( ‫ل‬ ‫وصأل‬ ‫ا‬ ‫ى‬ ‫لع‬ ‫ل‬ ‫وصح‬ ‫ال‬ ‫م‬ ‫ت‬ ‫ي‬ ‫ام‬ ‫لك‬ ‫ة‬ ‫ي‬ ‫لوؤ‬ ‫س‬ ‫م‬ ‫ال‬ ‫باس‬ ‫ح‬ ) ‫ص‬ ‫قن‬ ‫ال‬ ( ‫ة‬ ‫د‬ ‫ا‬ ‫ي‬ ‫زال‬ )‫ب‬ ) ‫ل‬ ‫عف‬ ‫د‬ ‫ت‬ ( ‫تام‬ ‫از‬ ‫ت‬ ‫لالا‬ ‫اه‬ ‫د‬ ‫بك‬ ‫ت‬ ‫باس‬ ‫ح‬ ‫و‬ ‫أ‬ ، ‫ح‬ ‫ابرأل‬ ‫او‬ ‫ت‬ ‫ا‬ ‫د‬ ‫ار‬ ‫ي‬ ‫إل‬ ‫ا‬ ‫يف‬ ‫ةداي‬ ‫ز‬ ) ‫ج‬ ‫ه‬ ‫ث‬ ‫و‬ ‫د‬ ‫ح‬ ‫د‬ ‫ن‬ ‫ع‬ ‫م‬ ‫ع‬ ‫د‬ ‫ال‬ ‫ال‬ ‫ك‬ ‫شأ‬ ‫ن‬ ‫م‬ ‫اهريغ‬ ‫د‬ ‫حأ‬ ‫ما‬ ‫د‬ ‫خ‬ ‫ت‬ ‫سا‬ ‫د‬ ‫ن‬ ‫ع‬ ‫باس‬ ‫ح‬ ‫باس‬ ‫ح‬ ‫ةداي‬ ‫ز‬ )‫د‬ ‫لوصألا‬ 2nd Rule Recording Transactions ‫ةد‬ ‫ع‬ ‫اقال‬ ND2 ‫تال‬ ‫م‬ ‫ا‬ ‫ع‬ ‫م‬ ‫ال‬ ‫ليجست‬ • After each transaction, the fundamental accounting equation must be in balance: Assets=Liabilities +Net Assets ‫ةل‬ ‫د‬ ‫اعم‬ ‫ال‬ ‫ن‬ ‫و‬ ‫ك‬ ‫ت‬ ‫نأ‬ ‫بج‬ ‫ي‬ ، ‫ة‬ ‫لم‬ ‫ا‬ ‫ع‬ ‫م‬ ‫لك‬ ‫دعب‬ : ‫نزا‬ ‫و‬ ‫ت‬ ‫يف‬ ‫ة‬ ‫ي‬ ‫ساسأل‬ ‫ا‬ ‫ة‬ ‫يب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫ل‬ ‫وصأل‬ ‫ا‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫ص‬ + ‫تام‬ ‫از‬ ‫ت‬ ‫لالا‬ = ‫ل‬ ‫وصألا‬ Contra Account • An account found in an account ledger that is used to reduce that value of a related account. • Items recorded in the contra account are specifically designed to offset other transactions, and are recorded as the opposite type of entry. • If a debit is recorded in a related account, the contra account record will be a credit. Contra-assets : An asset that, when increased, decreased the value of a related asset on the books. ‫ذ‬ ‫ا‬ ‫ت‬ ‫سألا‬ ‫ر‬ ‫ت‬ ‫فد‬ ‫ب‬ ‫ا‬ ‫س‬ ‫ح‬ ‫ي‬ ‫ف‬ ‫ت‬ ‫دج‬ ‫و‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫ال‬ ‫مادخ‬ ‫ت‬ ‫سا‬ ‫م‬ ‫ت‬ ‫ي‬ . ‫ة‬ ‫ل‬ ‫صال‬ ‫ت‬ ‫ا‬ ‫ذ‬ ‫ب‬ ‫ا‬ ‫سح‬ ‫ن‬ ‫م‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ ‫ه‬ ‫ذ‬ ‫ه‬ ‫ن‬ ‫م‬ ‫د‬ ‫ح‬ ‫ل‬ ‫ل‬ ‫ي‬ ‫ذال‬ ‫لب‬ ‫اق‬ ‫م‬ ‫ب‬ ‫ا‬ ‫س‬ ‫ح‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫لج‬ ‫س‬ ‫م‬ ‫ال‬ ‫رصا‬ ‫ن‬ ‫ع‬ ‫ال‬ ‫م‬ ‫ي‬ ‫مصت‬ ‫مت‬ ‫و‬ ‫ي‬ ‫ت‬ ‫م‬ ، ‫تالماعمال‬ ‫نم‬ ‫اهريغ‬ ‫نع‬ ‫ل‬ ‫ل‬ ‫ت‬ ‫ع‬ ‫و‬ ‫ي‬ ‫ض‬ ‫يصخ‬‫ص‬‫ا‬ . ‫لو‬ ‫خدال‬ ‫س‬ ‫ك‬ ‫ا‬ ‫ع‬ ‫م‬ ‫ال‬ ‫ع‬ ‫ون‬ ‫ك‬ ‫ل‬ ‫ي‬ ‫جست‬ ‫ل‬ ‫جس‬ ‫نإ‬ ‫ف‬ ، ‫ةلص‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ذ‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫ي‬ ‫ف‬ ‫م‬ ‫ص‬ ‫خ‬ ‫ال‬ ‫ت‬ ‫ل‬ ‫جس‬ ‫اذإ‬ . ‫نام‬ ‫تئ‬ ‫الا‬ ‫نوك‬ ‫ي‬ ‫ن‬ ‫أ‬ ‫ل‬ ‫ب‬ ‫اق‬ ‫م‬ ‫ب‬ ‫اسح‬ : ‫ل‬ ‫و‬ ‫صأل‬ ‫ا‬ ‫ار‬ ‫تن‬ ‫وك‬ ‫يق‬‫م‬‫ة‬ ‫او‬‫ن‬‫خ‬‫تضف‬ ، ‫تداز‬ ‫امدنع‬ ، ‫تال‬‫ي‬ ‫لوصألا‬ ‫دحأ‬ . ‫بت‬ ‫ك‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫لص‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ذ‬ ‫ل‬ ‫و‬ ‫صألا‬ Two primary examples: 1- Accumulated depreciation, which is the contra- assets to properties and equipment. Depreciation : A method of allocating the cost of a tangible asset over its useful life. : ‫ة‬ ‫ي‬ ‫لوأل‬ ‫ا‬ ‫ن‬ ‫ي‬ ‫ال‬ ‫ث‬ ‫م‬ ، ‫ة‬ ‫ي‬ ‫م‬ ‫ا‬ ‫ظ‬ ‫ن‬ ‫ال‬ ‫ل‬ ‫و‬ ‫ص‬ ‫ألا‬ ‫ي‬ ‫ه‬ ‫و‬ ، ‫م‬ ‫ك‬ ‫ار‬ ‫ت‬ ‫م‬ ‫ال‬ ‫ك‬ ‫ال‬ ‫ه‬ ‫ت‬ ‫سالا‬ -1 . ‫ت‬ ‫ا‬ ‫دع‬ ‫م‬ ‫ال‬ ‫و‬ ‫ص‬ ‫ئ‬ ‫اص‬ ‫خ‬ ‫ىإل‬ ‫ت‬ ‫ا‬ ‫دو‬ ‫ج‬ ‫و‬ ‫م‬ ‫ال‬ ‫ة‬ ‫ف‬ ‫ل‬ ‫ك‬ ‫ت‬ ‫ع‬ ‫ي‬ ‫ز‬ ‫وت‬ ‫ل‬ ‫ة‬ ‫ق‬ ‫ي‬ ‫رط‬ ‫كا‬ ‫ن‬ ‫ه‬ : ‫ك‬ ‫ال‬ ‫ه‬ ‫ت‬ ‫سالا‬ 3 ‫نم‬2 ‫ةحفصال‬
  • 12.
    3 ‫نم‬3 ‫ةحفصال‬ HCM213-Ch3  For accounting purposes, depreciation indicates how much of an asset's value has been used up. accumulated depreciation: Accumulated Depreciation is a long-term contra asset account (an asset account with a credit balance) that is reported on the balance sheet under the heading Property, Plant, and Equipment.  An asset's carrying value on the balance sheet is the difference between its purchase price and accumulated depreciation. ‫ار‬ ‫تن‬ ‫و‬ ‫ك‬ ‫ل‬ ‫و‬ ‫صأل‬ ‫ا‬ ‫ب‬ ‫ا‬ ‫سح‬ ‫و‬ ‫ه‬ ‫م‬ ‫ك‬ ‫ار‬ ‫ت‬ ‫م‬ ‫ال‬ ‫ك‬ ‫ال‬ ‫ه‬ ‫ت‬ ‫سالا‬ ‫ال‬ ‫ت‬ ‫ي‬ ) ‫نئاد‬ ‫يصر‬‫د‬ ‫عم‬ ‫لوصألا‬ ‫باسح‬ ( ‫لجألا‬ ‫ليوط‬‫ة‬ ‫ن‬ ‫اونع‬ ‫ت‬ ‫حت‬ ‫ة‬ ‫ي‬ ‫م‬ ‫و‬ ‫مع‬ ‫ال‬ ‫ةين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫اه‬ ‫ن‬ ‫ع‬ ‫غال‬ ‫ب‬ ‫إلا‬ ‫مت‬ . ‫ت‬ ‫ا‬ ‫دع‬ ‫م‬ ‫ال‬ ‫و‬ ‫ع‬ ‫ن‬ ‫اصمال‬ ‫و‬ ‫ت‬ ‫اك‬ ‫ل‬ ‫ت‬ ‫م‬ ‫م‬ ‫ال‬ ‫يه‬ ‫ةيمومعال‬ ‫يمال‬‫ز‬‫ا‬‫ن‬‫ي‬‫ة‬ ‫ف‬ ‫ي‬ ‫لصألل‬ ‫ال‬ ‫د‬ ‫ف‬ ‫ت‬ ‫ر‬ ‫ي‬ ‫ة‬ ‫يقال‬‫م‬‫ة‬ . ‫م‬ ‫ك‬ ‫ار‬ ‫ت‬ ‫م‬ ‫ال‬ ‫ك‬ ‫ال‬ ‫ه‬ ‫ت‬ ‫سالاو‬ ‫ء‬ ‫ا‬ ‫رشال‬ ‫ر‬ ‫ع‬ ‫س‬ ‫ن‬ ‫ي‬ ‫ب‬ ‫قرفال‬ 2- Allowance for uncollectible , which is the contra- assets To accounts receivable. ACCOUNTS RECEIVABLE: Money owed by customers (individuals or corporations) to another entity in exchange for goods or services that have been delivered or used, but not yet paid for. Receivables usually come in the form of operating lines of credit and are usually due within a relatively short time period, ranging from a few days to a year. allowance for uncollectible A contra-asset account that records the portion of a company's receivables, which it expects may not be collected. The allowance for doubtful accounts is only an estimate of the amount of accounts receivable which are expected to not be paid. ‫ل‬ ‫و‬ ‫صأل‬ ‫ا‬ ‫وه‬ ‫و‬ ، ‫ل‬ ‫ي‬ ‫ص‬ ‫ح‬ ‫ت‬ ‫ل‬ ‫ل‬ ‫ة‬ ‫ل‬ ‫ب‬ ‫ا‬ ‫ق‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫صص‬ ‫خ‬ ‫م‬ -2 ، ‫ةيماظنال‬ . ‫ة‬ ‫ني‬ ‫دمال‬ ‫م‬ ‫مذلال‬ : ‫ة‬ ‫قح‬ ‫ت‬ ‫سمال‬ ‫ت‬ ‫ا‬ ‫ب‬ ‫اس‬ ‫حال‬ ‫و‬ ‫أ‬ ‫دار‬ ‫فأل‬ ‫ا‬ ( ‫ء‬ ‫ال‬ ‫م‬ ‫ع‬ ‫ال‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ن‬ ‫م‬ ‫ة‬ ‫قح‬ ‫ت‬ ‫سمال‬ ‫ال‬ ‫ومألا‬ ‫وأ‬ ‫ال‬ ‫س‬ ‫ل‬ ‫ع‬ ‫اقم‬‫ب‬‫ل‬ ‫ف‬ ‫ي‬ ‫رخآ‬ ‫يك‬‫ا‬‫ن‬ ‫ىإل‬ )‫تاكرشال‬ ‫مل‬ ‫ن‬ ‫ك‬ ‫ل‬ ‫و‬ ، ‫اه‬ ‫م‬ ‫ا‬ ‫دختس‬ ‫ا‬ ‫و‬ ‫أ‬ ‫اه‬ ‫م‬ ‫ي‬ ‫لست‬ ‫مت‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫امدخال‬ ‫ل‬ ‫ك‬ ‫ش‬ ‫ي‬ ‫ف‬ ‫ةدا‬ ‫ع‬ ‫م‬ ‫مذ‬ ‫ال‬ ‫ي‬ ‫ت‬ ‫أ‬ ‫ت‬ . ‫ل‬ ‫ة‬ ‫ق‬ ‫ي‬ ‫رط‬ ‫ن‬ ‫آلا‬ ‫ى‬ ‫ت‬ ‫ح‬ ‫ع‬ ‫ف‬ ‫دت‬ ‫ب‬ ‫س‬ ‫ب‬ ‫ب‬ ‫نوكت‬ ‫ام‬ ‫ةداعو‬ ‫ا‬‫ال‬‫ئ‬‫ت‬‫م‬‫ا‬‫ن‬ ‫ال‬ ‫ت‬ ‫ش‬ ‫غ‬ ‫ي‬ ‫ل‬ ‫طوطخ‬ ‫ن‬ ‫ي‬ ‫ب‬ ‫حوار‬ ‫ت‬ ‫ت‬ ، ‫ا‬ ‫يب‬ ‫سن‬ ‫ة‬ ‫ر‬ ‫ي‬ ‫ص‬ ‫ق‬ ‫ة‬ ‫ين‬ ‫م‬ ‫ز‬ ‫ة‬ ‫ر‬ ‫ت‬ ‫ف‬ ‫نو‬ ‫ضغ‬ . ‫ةن‬ ‫س‬ ‫ى‬ ‫إل‬ ‫ما‬ ‫ي‬ ‫أ‬ ‫ةعضب‬ ‫لي‬ ‫ص‬ ‫حت‬ ‫ل‬ ‫ل‬ ‫ةل‬ ‫ب‬ ‫ا‬ ‫ق‬ ‫ر‬ ‫ي‬ ‫غل‬ ‫ل‬ ‫دب‬ ‫ت‬ ‫ا‬ ‫قح‬ ‫ت‬ ‫سم‬ ‫ن‬ ‫م‬ ‫ءزج‬ ‫ل‬ ‫جسي‬ ‫ن‬ ‫أ‬ contra ‫ل‬ ‫ص‬ ‫أ‬ ‫ب‬ ‫اسح‬ ‫صصخم‬ . ‫اهعمج‬ ‫ي‬ ‫ت‬ ‫م‬ ‫ال‬ ‫دق‬ ‫هنأ‬ ‫ي‬ ‫ت‬ ‫و‬ ‫ق‬ ‫ع‬ ‫يذالو‬ ، ‫ةكرشال‬ ‫م‬ ‫ب‬ ‫ل‬ ‫غ‬ ‫ت‬ ‫ق‬ ‫د‬ ‫ي‬ ‫ر‬ ‫درجم‬ ‫وه‬ ‫يصحت‬ ‫ل‬‫ه‬ ‫ا‬ ‫ف‬ ‫ي‬ ‫كوكشمال‬ ‫نويدال‬ . ‫ع‬ ‫ف‬ ‫د‬ ‫ت‬ ‫ال‬ ‫ن‬ ‫أ‬ ‫ع‬ ‫ق‬ ‫وت‬ ‫م‬ ‫ال‬ ‫ن‬ ‫م‬ ‫يتال‬ ‫ة‬ ‫ني‬ ‫دمال‬ ‫م‬ ‫مذال‬ Developing the Financial Statements ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫مئ‬ ‫ا‬ ‫و‬ ‫ق‬ ‫ال‬ ‫ريو‬ ‫ط‬ ‫ت‬ • Once the transactions have been analyzed and recorded, the organization can develop the four financial statements: • Balance Sheet • Statement of Operations • Statement of Changes in Net Assets • Statement of Cash Flows ، ‫اهلي‬ ‫ج‬ ‫س‬ ‫ت‬ ‫و‬ ‫ت‬ ‫ال‬ ‫م‬ ‫اعم‬ ‫ال‬ ‫ل‬ ‫يلح‬ ‫ت‬ ‫مت‬ ‫د‬ ‫قو‬ ‫ة‬ ‫د‬ ‫ح‬ ‫ا‬ ‫و‬ ‫ةر‬ ‫م‬ • : ‫ة‬ ‫عب‬ ‫رأ‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫ت‬ ‫انا‬ ‫ي‬ ‫ب‬ ‫ال‬ ‫ع‬ ‫ضت‬ ‫نأ‬ ‫ة‬ ‫م‬ ‫ظ‬ ‫نم‬ ‫لل‬ ‫ن‬ ‫كمي‬ ‫و‬ ‫ن‬ ‫زا‬ ‫و‬ ‫ت‬ ‫ال‬ ‫ةقرو‬ • ‫ت‬ ‫ايل‬ ‫م‬ ‫ع‬ ‫ال‬ ‫نم‬ ‫ن‬ ‫اي‬ ‫ب‬ • ‫ل‬ ‫و‬ ‫ص‬ ‫أل‬ ‫ا‬ ‫يفاص‬ ‫ي‬ ‫ف‬ ‫ت‬ ‫ار‬ ‫يغت‬ ‫ال‬ ‫ن‬ ‫اي‬ ‫ب‬ • ‫ة‬ ‫يدق‬ ‫ن‬ ‫ال‬ ‫تاقف‬ ‫د‬ ‫ت‬ ‫ال‬ ‫ن‬ ‫اي‬ ‫ب‬ • Summary ‫صخلم‬ • One of the major roles of accounting is to record the transactions in a standardized format and report the results. • These transactions are the basis for the financial statements • Accrual accounting is used by health care organizations • Financial statements are a foundation for decision making in health care organizations ‫و‬ ‫ه‬ ‫ة‬ ‫ب‬ ‫سا‬ ‫ح‬ ‫م‬ ‫لل‬ ‫ة‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ئ‬ ‫رال‬ ‫راودأل‬ ‫ا‬ ‫نم‬ ‫د‬ ‫حاو‬ • ‫ر‬ ‫ي‬ ‫ر‬ ‫ق‬ ‫ت‬ ‫ميدق‬ ‫ت‬ ‫و‬ ، ‫د‬ ‫حوم‬ ‫ل‬ ‫ك‬ ‫ش‬ ‫ي‬ ‫ف‬ ‫ت‬ ‫ال‬ ‫ماعم‬ ‫ال‬ ‫ل‬ ‫ي‬ ‫جست‬ . ‫ج‬ ‫ئات‬ ‫ن‬ ‫نع‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫تا‬ ‫ن‬ ‫اي‬ ‫ب‬ ‫لل‬ ‫ساس‬ ‫أ‬ ‫يه‬ ‫ت‬ ‫ال‬ ‫م‬ ‫اعم‬ ‫ال‬ ‫هذ‬ ‫ه‬ • ‫نم‬ ‫قا‬ ‫ق‬ ‫ح‬ ‫ت‬ ‫سال‬ ‫ا‬ ‫ساس‬ ‫أ‬ ‫ىلع‬ ‫ة‬ ‫ب‬ ‫ساح‬ ‫م‬ ‫ال‬ ‫مدخ‬ ‫ت‬ ‫سي‬ • ‫ة‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫ت‬ ‫ا‬ ‫م‬ ‫ظ‬ ‫ن‬ ‫م‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫يف‬ ‫رارقال‬ ‫عن‬ ‫صل‬ ‫س‬ ‫اسأل‬ ‫ا‬ ‫يه‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫تانا‬ ‫ي‬ ‫ب‬ ‫ال‬ • ‫ة‬ ‫ي‬ ‫حصال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫تاسسؤم‬
  • 13.
    Ch4 Financial Statement Analysis‫ةي‬ ‫ال‬ ‫مال‬ ‫م‬ ‫ئ‬ ‫اوقال‬ ‫ل‬ ‫ي‬ ‫لحت‬ Learning Objectives • Analyze the financial statements of healthcare organizations using the horizontal analysis, vertical analysis and ratio analysis. • Calculate and interpret liquidity, profit, activity and capital structure ratios ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫ر‬ ‫ال‬ ‫ت‬ ‫اس‬ ‫س‬ ‫ؤم‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫مال‬ ‫م‬ ‫ئ‬ ‫اوقال‬ ‫ل‬ ‫ي‬ ‫لحت‬ ‫ل‬ ‫ي‬ ‫لح‬ ‫ت‬ ‫ال‬ ، ‫يق‬ ‫فألا‬ ‫ل‬ ‫ي‬ ‫ل‬ ‫حت‬ ‫ال‬ ‫مادخ‬ ‫ت‬ ‫ساب‬ ‫ة‬ ‫ي‬ ‫حصال‬ . ‫ة‬ ‫ب‬ ‫سن‬ ‫ل‬ ‫ي‬ ‫لحت‬ ‫و‬ ‫يسأرال‬ ‫ة‬ ‫يحب‬ ‫رالو‬ ‫ةلويس‬ ‫ال‬ ‫بسن‬ ‫ر‬ ‫ي‬ ‫سف‬ ‫ت‬ ‫و‬ ‫ب‬ ‫اسح‬ ‫ال‬ ‫م‬ ‫ال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫لك‬ ‫ي‬ ‫ه‬ ‫و‬ ‫ط‬ ‫اشن‬ ‫الو‬ Tools of Analysis ‫لي‬ ‫لحت‬ ‫ال‬ ‫تاودأ‬ Horizontal Analysis ‫ي‬ ‫قفأ‬ ‫ل‬ ‫ي‬ ‫لحت‬ • Looks at the percentage change in a line item from one year to the next • Goal : What is the percentage change in a line item from one year to the next year ? • An issue with horizontal analysis is that small percentage changes can hide major dollar effects • Another issue is that large percentage changes from year to year may be relatively inconsequential in terms of dollar amounts ‫ة‬ ‫ن‬ ‫س‬ ‫نم‬ ‫د‬ ‫ن‬ ‫ب‬ ‫ي‬ ‫ف‬ ‫ري‬ ‫غت‬ ‫ل‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫وئ‬ ‫م‬ ‫ال‬ ‫ة‬ ‫ب‬ ‫س‬ ‫نال‬ ‫ي‬ ‫ف‬ ‫و‬ ‫د‬ ‫ب‬ ‫ي‬ • ‫ى‬ ‫رخأ‬ ‫ىإل‬ ‫ةدحاو‬ ‫د‬ ‫ن‬ ‫ب‬ ‫ي‬ ‫ف‬ ‫ري‬ ‫غت‬ ‫ل‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫وئ‬ ‫م‬ ‫ال‬ ‫ة‬ ‫ب‬ ‫س‬ ‫نال‬ ‫ي‬ ‫ه‬ ‫ا‬ ‫م‬ : ‫ف‬ ‫دهال‬ • ‫؟‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫م‬ ‫ال‬ ‫ما‬ ‫ع‬ ‫ال‬ ‫ىإل‬ ‫ة‬ ‫دحا‬ ‫و‬ ‫ة‬ ‫ن‬ ‫س‬ ‫نم‬ ‫ن‬ ‫أ‬ ‫و‬ ‫ه‬ ‫ي‬ ‫ق‬ ‫فأل‬ ‫ا‬ ‫ل‬ ‫ي‬ ‫لحت‬ ‫ال‬ ‫ع‬ ‫م‬ ‫ةألسم‬ ‫ةمث‬ • ‫را‬ ‫ث‬ ‫آ‬ ‫يف‬ ‫خ‬ ‫ي‬ ‫ن‬ ‫أ‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ ‫ةريغ‬ ‫ص‬ ‫ة‬ ‫ب‬ ‫سن‬ ‫تار‬ ‫يي‬ ‫غ‬ ‫ت‬ ‫ال‬ ‫ى‬ ‫ر‬ ‫ب‬ ‫ك‬ ‫ال‬ ‫رالودال‬ ‫ة‬ ‫ب‬ ‫سن‬ ‫ت‬ ‫ار‬ ‫ي‬ ‫غ‬ ‫ت‬ ‫ال‬ ‫ن‬ ‫أ‬ ‫ي‬ ‫ه‬ ‫ىرخأ‬ ‫ة‬ ‫ألس‬ ‫م‬ ‫ةمث‬ • ‫يق‬ ‫ط‬ ‫ن‬ ‫م‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫نوك‬ ‫ي‬ ‫د‬ ‫ق‬ ‫رخآل‬ ‫ماع‬ ‫ن‬ ‫م‬ ‫ةر‬ ‫يب‬ ‫ك‬ ‫ةي‬ ‫رالودال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ ‫ث‬ ‫ي‬ ‫ح‬ ‫نم‬ ‫ا‬ ‫يب‬ ‫سن‬ Trend Analysis ‫ه‬ ‫اجتال‬ ‫ا‬ ‫ل‬ ‫ي‬ ‫لحت‬ Compares changes over a longer period of time by comparing each year with a base year ‫ن‬ ‫م‬ ‫ل‬ ‫وط‬ ‫أ‬ ‫ةر‬ ‫ت‬ ‫ف‬ ‫ى‬ ‫د‬ ‫م‬ ‫ى‬ ‫لع‬ ‫تار‬ ‫ي‬ ‫غ‬ ‫ت‬ ‫ال‬ ‫ن‬ ‫راقي‬ ‫س‬ ‫ا‬ ‫سألا‬ ‫ة‬ ‫ن‬ ‫س‬ ‫ع‬ ‫م‬ ‫ة‬ ‫ن‬ ‫س‬ ‫ل‬ ‫ك‬ ‫ةنرا‬ ‫ق‬ ‫مب‬ ‫ن‬ ‫مز‬ ‫ال‬ Trend Analysis = [ Any Subsequent year – Base year ]× 100 Baseyear Vertical (Common-Size) Analysis ‫لي‬ ‫لح‬ ‫ت‬ ) ‫م‬ ‫جح‬ ‫ال‬ ‫ك‬ ‫ر‬ ‫ت‬ ‫شمال‬ ( ‫ي‬ ‫دومع‬ • Purpose is to answer the general question, What percentage of one line item is another line item? • Vertical analysis is useful for analyzing the balance sheet. • Called common size because it converts every line item to a percentage, thus allowing comparisons between the financial accounts of the organizations of different sizes. • ‫الؤسال‬ ‫لع‬‫ى‬ ‫ةباجإلا‬ ‫وه‬ ‫لذ‬‫ك‬ ‫نم‬ ‫ضرغال‬ • ‫و‬ ‫ه‬ ‫دحا‬ ‫و‬ ‫د‬ ‫ن‬ ‫ب‬ ‫ن‬ ‫م‬ ‫ةيو‬ ‫ئ‬ ‫م‬ ‫ال‬ ‫ة‬ ‫ب‬ ‫س‬ ‫نال‬ ‫ي‬ ‫ه‬ ‫ا‬ ‫م‬ ، ‫ما‬ ‫ع‬ ‫ال‬ ‫؟ر‬ ‫خآ‬ ‫د‬ ‫ن‬ ‫ب‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ل‬ ‫ي‬ ‫لحتل‬ ‫د‬ ‫ي‬ ‫فم‬ ‫ي‬ ‫دوم‬ ‫ع‬ ‫ل‬ ‫ي‬ ‫لحت‬ • .‫ةيمومعال‬ ‫ىل‬ ‫ع‬ ‫د‬ ‫ن‬ ‫ب‬ ‫لك‬ ‫ل‬ ‫و‬ ‫ح‬ ‫ي‬ ‫ه‬ ‫ن‬ ‫أل‬ ‫ك‬ ‫ر‬ ‫ت‬ ‫شم‬ ‫مجح‬ ‫ا‬ ‫ع‬ ‫د‬ • ‫ت‬ ‫ا‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫ال‬ ‫ن‬ ‫ي‬ ‫ب‬ ‫ت‬ ‫ا‬ ‫ن‬ ‫راقم‬ ‫ح‬ ‫مسي‬ ‫ام‬ ‫م‬ ، ‫ة‬ ‫ي‬ ‫وئ‬ ‫م‬ ‫ة‬ ‫ب‬ ‫سن‬ . ‫م‬ ‫ا‬ ‫جحألا‬ ‫فل‬ ‫ت‬ ‫خم‬ ‫ن‬ ‫م‬ ‫تام‬ ‫ظ‬ ‫ن‬ ‫م‬ ‫ل‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ Common-Size Statements ‫م‬ ‫جح‬ ‫ال‬ ‫ةكر‬ ‫ت‬ ‫شمال‬ ‫تانا‬ ‫يب‬ ‫ال‬ Calculate Common-Size Percent Common-size = Analysis amount × 100 percent Base amount 1
  • 14.
    2 Ch4 Ratio Analysis ‫ي‬ ‫ب‬ ‫س‬ ‫نال‬ ‫ل‬ ‫ي‬ ‫لحت‬ ‫ال‬ •Preferred approach for gaining an in depth understanding of financial statements. • Ratio expresses the relationship between 2 numbers as a single number. This provides an indication of the organization’s ability to cover current obligations with current assets (ability to pay short term debt) • Once calculated, these ratios are generally compared to some meaningful benchmark (historical, industry, etc..) ‫ت‬ ‫ا‬ ‫ن‬ ‫ا‬ ‫ي‬ ‫ب‬ ‫ل‬ ‫ل‬ ‫قم‬ ‫عت‬ ‫م‬ ‫مه‬ ‫ف‬ ‫ب‬ ‫است‬ ‫كال‬ ‫ج‬ ‫ه‬ ‫ن‬ ‫ال‬ ‫ل‬ ‫ضفي‬ . ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫مقرك‬ ‫ماقرألا‬ 2 ‫ب‬ ‫ي‬ ‫ن‬ ‫ةقالعال‬ ‫نع‬ ‫ت‬ ‫ع‬ ‫ب‬ ‫ر‬ ‫ن‬ ‫س‬ ‫ب‬ ‫ة‬ ‫ةسسؤمال‬ ‫ةردق‬ ‫لع‬‫ى‬ ‫ارشؤم‬ ‫ي‬ ‫و‬ ‫ف‬ ‫ر‬ ‫اذهو‬ . ‫دحاو‬ ‫ل‬ ‫و‬ ‫صأل‬ ‫ا‬ ‫ع‬ ‫م‬ ‫ة‬ ‫ي‬ ‫الحال‬ ‫ت‬ ‫ام‬ ‫از‬ ‫ت‬ ‫لال‬ ‫ا‬ ‫ة‬ ‫ي‬ ‫طغت‬ ‫ىلع‬ ‫ةريص‬ ‫ق‬ ‫نويدال‬ ‫ع‬ ‫فد‬ ‫ىل‬ ‫ع‬ ‫ة‬ ‫ر‬ ‫دقال‬ ( ‫ة‬ ‫ي‬ ‫الحال‬ ) ‫ل‬ ‫جألا‬ ‫بس‬ ‫نال‬ ‫هذ‬ ‫ه‬ ‫ة‬ ‫ن‬ ‫راقم‬ ‫م‬ ‫ت‬ ‫ت‬ ، ‫ة‬ ‫ب‬ ‫و‬ ‫سحم‬ ‫ةد‬ ‫ح‬ ‫ا‬ ‫و‬ ‫ة‬ ‫رم‬ ‫ىزغم‬ ‫ت‬ ‫ا‬ ‫ذ‬ ‫ر‬ ‫يي‬ ‫اع‬ ‫م‬ ‫ض‬ ‫ع‬ ‫ب‬ ‫ىإل‬ ‫ما‬ ‫ع‬ ‫لكشب‬ ).. ‫خ‬ ‫ال‬ ، ‫ة‬ ‫عا‬ ‫ن‬ ‫صال‬ ‫و‬ ، ‫ة‬ ‫ي‬ ‫خيرا‬ ‫ت‬ ‫ال‬ ( Categories of Ratios ‫ب‬ ‫سن‬ ‫ت‬ ‫ا‬ ‫ئ‬ ‫ف‬ • Liquidity-How well is the organization positioned to meet its short-term obligations? • Profitability-How profitable is the organization? • Activity- How efficiently is the organization using its assets to produce revenues? • Capital structure- How are the organization’s assets financed and ability to take on new debt? ‫لع‬‫ى‬ ‫ةزكرمتمال‬ ‫ت‬ ‫ن‬ ‫ظ‬ ‫ي‬ ‫م‬ ‫ي‬ ‫ت‬ ‫م‬ ‫ك‬ ‫ي‬ ‫ف‬ ‫اديج‬ ‫يسال‬‫و‬‫ل‬‫ة‬ ‫؟‬ ‫ل‬ ‫ج‬ ‫ألا‬ ‫ةر‬ ‫ي‬ ‫ص‬ ‫ق‬ ‫اه‬ ‫ت‬ ‫ام‬ ‫از‬ ‫ت‬ ‫الب‬ ‫ءاف‬ ‫وال‬ ‫؟‬ ‫ة‬ ‫م‬ ‫ظ‬ ‫ن‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ه‬ ‫ةحبرم‬ ‫ف‬ ‫ي‬ ‫ك‬ - ‫ة‬ ‫ي‬ ‫حبر‬ ‫مادخ‬ ‫ت‬ ‫س‬ ‫ا‬ ‫ب‬ ‫ةمظن‬ ‫م‬ ‫ال‬ ‫و‬ ‫ةءاف‬ ‫ك‬ ‫ى‬ ‫د‬ ‫م‬ ‫ى‬ ‫لع‬ ‫ط‬ ‫اشن‬ ‫؟‬ ‫د‬ ‫ئ‬ ‫او‬ ‫ع‬ ‫د‬ ‫ي‬ ‫لوتل‬ ‫اه‬ ‫لوصأ‬ ‫ةمظن‬ ‫م‬ ‫ال‬ ‫ل‬ ‫و‬ ‫ص‬ ‫أ‬ ‫م‬ ‫ت‬ ‫ي‬ ‫ف‬ ‫ي‬ ‫ك‬ ‫لك‬ ‫ي‬ ‫ه‬ ‫ال‬ ‫ب‬ ‫ةمصا‬ ‫ع‬ ‫ال‬ ‫؟ةديدجال‬ ‫نويدال‬ ‫لمحت‬ ‫لع‬‫ى‬ ‫ةردقالو‬ ‫ب‬ ‫ت‬ ‫م‬ ‫و‬ ‫ي‬ ‫ل‬ Liquidity Ratios There are 6 liquidity ratios: • Current Ratio-proportion of all current assets to all current liabilities. • Quick Ratio-used in industries in which net accounts receivable is relatively liquid (not usually used in health care organizations) • Acid Test Ratio-most stringent test of liquidity How much cash is available to pay off all current liabilities? • Days in Accounts Receivable ratio-How quickly a hospital is converting its receivables into cash. • Days Cash on Hand ratio-number of days worth of expenses an organization can cover with its most liquid assets. • Average Payment Period-How long on average it takes an organization to pay its bills. : ‫ة‬ ‫لويسال‬ ‫ب‬ ‫سن‬ 6 ‫كا‬ ‫ن‬ ‫ه‬ ‫ة‬ ‫ي‬ ‫الحال‬ ‫ل‬ ‫و‬ ‫صأل‬ ‫ا‬ ‫ع‬ ‫ي‬ ‫مج‬ ‫ل‬ ‫ة‬ ‫ب‬ ‫سن‬ - ‫ة‬ ‫ي‬ ‫راجال‬ ‫ة‬ ‫ب‬ ‫س‬ ‫ن‬ ‫ال‬ • . ‫ة‬ ‫ل‬ ‫وادت‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ب‬ ‫ول‬ ‫ط‬ ‫م‬ ‫ال‬ ‫عي‬ ‫مجل‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ع‬ ‫ا‬ ‫ن‬ ‫صال‬ ‫ي‬ ‫ف‬ ‫ع‬ ‫ي‬ ‫رس‬ ‫ال‬ ‫ةمدخ‬ ‫ت‬ ‫سمال‬ ‫ة‬ ‫ب‬ ‫س‬ ‫ن‬ • ‫(ال‬ ‫ا‬ ‫يب‬ ‫سن‬ ‫ل‬ ‫ئ‬ ‫اسال‬ ‫ق‬ ‫حت‬ ‫سمال‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫ص‬ ‫ت‬ ‫ا‬ ‫ب‬ ‫اسح‬ ) ‫ةي‬ ‫حصال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫ر‬ ‫ال‬ ‫ت‬ ‫اس‬ ‫س‬ ‫ؤ‬ ‫م‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫دا‬ ‫ع‬ ‫مدخ‬ ‫ت‬ ‫ست‬ ‫را‬ ‫بت‬ ‫خا‬ ‫ة‬ ‫م‬ ‫ار‬ ‫ص‬ ‫ر‬ ‫ث‬ ‫كأ‬ ‫ة‬ ‫ب‬ ‫سن‬ ‫ب‬ ‫ر‬ ‫اج‬ ‫ت‬ ‫ض‬ ‫مح‬ • ‫ةحات‬ ‫م‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫ن‬ ‫م‬ ‫ر‬ ‫يث‬ ‫ك‬ ‫ال‬ ‫و‬ ‫ه‬ ‫ف‬ ‫ي‬ ‫ك‬ ‫ةلو‬ ‫ي‬ ‫سال‬ ‫؟‬ ‫ة‬ ‫ي‬ ‫الحال‬ ‫ت‬ ‫ام‬ ‫از‬ ‫ت‬ ‫لال‬ ‫ا‬ ‫عي‬ ‫م‬ ‫ج‬ ‫دادسل‬ ‫ف‬ ‫ي‬ ‫ك‬ ‫ةب‬ ‫سن‬ ‫ت‬ ‫اض‬ ‫وب‬ ‫ق‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫ي‬ ‫ف‬ ‫ما‬ ‫ي‬ ‫أ‬ • . ‫دق‬ ‫ن‬ ‫ىإل‬ ‫ه‬ ‫ت‬ ‫اقح‬ ‫ت‬ ‫سم‬ ‫ل‬ ‫ي‬ ‫و‬ ‫ح‬ ‫ت‬ ‫و‬ ‫ه‬ ‫ى‬ ‫ف‬ ‫ش‬ ‫ت‬ ‫سم‬ ‫ة‬ ‫ع‬ ‫رسب‬ ‫ةم‬ ‫ي‬ ‫قب‬ ‫ما‬ ‫ي‬ ‫أل‬ ‫ا‬ ‫دد‬ ‫ع‬ ‫ة‬ ‫ب‬ ‫سن‬ ‫ق‬ ‫ودنصال‬ ‫ي‬ ‫ف‬ ‫دق‬ ‫ن‬ ‫ما‬ ‫ي‬ ‫أ‬ • ‫ا‬‫أل‬‫ثك‬‫ر‬ ‫اهلوصأ‬ ‫يطغت‬‫ة‬ ‫عم‬ ‫ةمظنملل‬ ‫نكمي‬ ‫ن‬ ‫ف‬ ‫ق‬ ‫ا‬ ‫ت‬ .‫س‬‫ي‬‫و‬‫ل‬‫ة‬ ‫طسو‬ ‫ت‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫ل‬ ‫ي‬ ‫و‬ ‫ط‬ ‫ع‬ ‫ف‬ ‫دال‬ ‫ف‬ ‫ي‬ ‫ك‬ ‫ةر‬ ‫ت‬ ‫ف‬ ‫طسو‬ ‫ت‬ ‫م‬ • . ‫ا‬ ‫ه‬ ‫ر‬ ‫يت‬ ‫اوف‬ ‫ع‬ ‫ف‬ ‫د‬ ‫ل‬ ‫ةمظنم‬ ‫قرغ‬ ‫ت‬ ‫سي‬ Revenues, Expenses and Profitability Ratios ‫ةي‬ ‫ح‬ ‫ب‬ ‫رال‬ ‫بس‬ ‫ن‬ ‫و‬ ‫ت‬ ‫اف‬ ‫و‬ ‫ر‬ ‫ص‬ ‫م‬ ‫ال‬ ‫و‬ ‫ت‬ ‫ادار‬ ‫ي‬ ‫إلا‬ • Most common are: Operating revenue per adjusted discharge- measures total operating revenues generated from the patient care line of business based on its adjusted inpatient discharges. a the value of Adjusted discharge will be given in the question. Operating Expense per Adjusted Discharge- measures total operating expenses incurred for providing its patient care services based on its adjusted inpatient discharges. Return on Total Assets-measures how much profit is earned for each dollar invested in assets Salary and Benefit Expense as a Percentage of Total Operating Expenses-measures the total operating expenses that are c to labor costs : ‫ي‬ ‫ه‬ ‫ا‬ ‫ع‬ ‫وي‬ ‫ش‬ ‫ر‬ ‫ث‬ ‫كأل‬ ‫ا‬ ‫ال‬ ‫ت‬ ‫ف‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ال‬ ‫ت‬ ‫د‬ ‫ا‬ ‫ب‬ ‫ي‬ ‫ر‬ ‫لكل‬ ‫ال‬ ‫ت‬ ‫ش‬ ‫غ‬ ‫ي‬ ‫ل‬ ‫ي‬ ‫ة‬ ‫ا‬ ‫إل‬ ‫ي‬ ‫ر‬ ‫ا‬ ‫د‬ ‫ا‬ ‫ت‬ - ‫ن‬ ‫م‬ ‫ةيل‬ ‫ي‬ ‫غش‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫دار‬ ‫ي‬ ‫إلا‬ ‫يالمج‬ ‫إ‬ ‫ت‬ ‫د‬ ‫ل‬ ‫ل‬ ‫ي‬ ‫دعت‬ ‫ة‬ ‫ي‬ ‫راج‬ ‫ت‬ ‫ال‬ ‫ال‬ ‫مع‬ ‫ألا‬ ‫ن‬ ‫م‬ ‫ىضرمال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫ر‬ ‫طخ‬ ‫ىف‬ ‫شت‬ ‫سمال‬ ‫ل‬ ‫خ‬ ‫ا‬ ‫د‬ ‫ف‬ ‫ي‬ ‫رصت‬ ‫ال‬ ‫ىل‬ ‫ع‬ ‫ةم‬ ‫ئ‬ ‫اقال‬ . ‫هل‬ ‫ةلد‬ ‫ع‬ ‫م‬ ‫ال‬ . ‫ال‬ ‫ؤ‬ ‫س‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ل‬ ‫دع‬ ‫م‬ ‫ال‬ ‫غي‬ ‫رف‬ ‫ت‬ ‫ال‬ ‫ةم‬ ‫ي‬ ‫ق‬ ‫ءاط‬ ‫ع‬ ‫إ‬ ‫م‬ ‫تي‬ ‫سو‬ ‫غ‬ ‫ي‬ ‫رف‬ ‫ت‬ ‫ال‬ ‫ر‬ ‫يب‬ ‫ادت‬ ‫ل‬ ‫دع‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ل‬ ‫ي‬ ‫غش‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫اق‬ ‫ف‬ ‫ن‬ - ‫لع‬‫ى‬ ‫تمال‬ ‫ر‬‫ت‬ ‫ب‬ ‫ة‬ ‫ال‬ ‫ت‬ ‫ش‬ ‫غ‬ ‫ي‬ ‫ل‬ ‫ي‬ ‫ة‬ ‫ال‬ ‫م‬ ‫ص‬ ‫ر‬ ‫و‬ ‫ف‬ ‫ا‬ ‫ت‬ ‫يالمجإ‬ ‫ىل‬ ‫ع‬ ‫م‬ ‫وقت‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ىضرمال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫ر‬ ‫ت‬ ‫امد‬ ‫خ‬ ‫ريفوت‬ . ‫هل‬ ‫ة‬ ‫لد‬ ‫ع‬ ‫م‬ ‫ال‬ ‫نيي‬ ‫لخ‬ ‫ا‬ ‫دال‬ ‫ىضرمل‬ ‫ل‬ ‫ف‬ ‫ي‬ ‫رصت‬ ‫ك‬ ‫ي‬ ‫ف‬ ‫ي‬ ‫ة‬ ‫ت‬ ‫د‬ ‫ا‬ ‫ب‬ ‫ي‬ ‫ر‬ ‫لوصألا‬ ‫يالمجإ‬ ‫لع‬‫ى‬ ‫دئاعال‬ - ‫رال‬ ‫و‬ ‫د‬ ‫لك‬ ‫لبا‬ ‫قم‬ ‫ح‬ ‫ب‬ ‫رال‬ ‫ن‬ ‫م‬ ‫ر‬ ‫يث‬ ‫ك‬ ‫ال‬ ‫بسك‬ ‫لو‬ ‫صأل‬ ‫ا‬ ‫ي‬ ‫ف‬ ‫رم‬ ‫ث‬ ‫ت‬ ‫سي‬ ‫ة‬ ‫ب‬ ‫س‬ ‫ن‬ ‫ك‬ ‫ت‬ ‫اف‬ ‫و‬ ‫رصمال‬ ‫ع‬ ‫ف‬ ‫ا‬ ‫ن‬ ‫م‬ ‫ال‬ ‫مساق‬ ‫ت‬ ‫و‬ ‫ب‬ ‫ت‬ ‫ارال‬ - ‫ة‬ ‫ي‬ ‫ل‬ ‫ي‬ ‫غ‬ ‫ش‬ ‫تال‬ ‫ت‬ ‫اف‬ ‫و‬ ‫رصمال‬ ‫يالم‬ ‫جإ‬ ‫نم‬ ‫ة‬ ‫ي‬ ‫وئم‬ ‫ج‬ ‫ي‬ ‫ه‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ي‬ ‫غش‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫اق‬ ‫فن‬ ‫ال‬ ‫عومجم‬ ‫ر‬ ‫يب‬ ‫ادت‬
  • 15.
    3 Ch4 Operating Margins-measures profitsearned from the organizations main line of business Nonoperating Revenue Ratio-find out how dependent the organization is on patient-related net income Return on Net Assets-measures the rate of return for each dollar in net assets ‫ةال‬ ‫م‬ ‫ع‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ل‬ ‫ن‬ ‫م‬ ‫حا‬ ‫ب‬ ‫رألا‬ ‫ر‬ ‫يب‬ ‫ادت‬ ‫شم‬ ‫او‬ ‫ه‬ ‫ل‬ ‫ي‬ ‫غش‬ ‫ت‬ ‫ال‬ ‫ل‬ ‫ص‬ ‫ح‬ - ‫ل‬ ‫م‬ ‫ع‬ ‫ل‬ ‫ل‬ ‫يس‬ ‫يئ‬ ‫رال‬ ‫ط‬ ‫خ‬ ‫ال‬ ‫ت‬ ‫ام‬ ‫ظ‬ ‫ن‬ ‫م‬ ‫ال‬ ‫تادار‬ ‫ي‬ ‫إلا‬ Nonoperating ‫ةفرع‬ ‫م‬ - ‫ة‬ ‫ب‬ ‫س‬ ‫ن‬ - ‫لخ‬ ‫د‬ ‫ال‬ ‫يف‬ ‫ا‬ ‫ص‬ ‫ىل‬ ‫ع‬ ‫ةمظن‬ ‫م‬ ‫ال‬ ‫دام‬ ‫ت‬ ‫ع‬ ‫ا‬ ‫ىدم‬ ‫ض‬ ‫ي‬ ‫رم‬ ‫ال‬ ‫ةقل‬ ‫عت‬ ‫م‬ ‫ال‬ ‫ل‬ ‫دع‬ ‫م‬ ‫ر‬ ‫يب‬ ‫ادت‬ ‫ل‬ ‫و‬ ‫صأل‬ ‫ا‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫ص‬ ‫ىل‬ ‫ع‬ ‫د‬ ‫ئ‬ ‫اع‬ ‫ال‬ - ‫ل‬ ‫و‬ ‫صأل‬ ‫ا‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫ص‬ ‫ي‬ ‫ف‬ ‫رالود‬ ‫ل‬ ‫ك‬ ‫ى‬ ‫لع‬ ‫د‬ ‫ئ‬ ‫اع‬ ‫ال‬ Activity Ratios ‫ط‬ ‫اشنال‬ ‫بسن‬ • May be called Efficiency Ratios • Ask the question “For each dollar invested in assets, how many dollars of revenue are being generated”? • The higher the ratio, the more efficiently the assets are being generated • Total Asset Turnover Ratio • Fixed Asset Turnover Ratio • Age of Plant Ratio ‫ةءاف‬ ‫ك‬ ‫ال‬ ‫بسن‬ ‫ىم‬ ‫سي‬ ‫ن‬ ‫أ‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ ‫ي‬ ‫ف‬ ‫رم‬ ‫ثت‬ ‫سي‬ ‫رالود‬ ‫ل‬ ‫ك‬ ‫ل‬ " ‫الؤ‬ ‫س‬ ‫ال‬ ‫حر‬ ‫ط‬ ‫ن‬ ‫م‬ ‫ت‬ ‫ي‬ ‫تاد‬ ‫ئ‬ ‫ا‬ ‫ع‬ ‫ن‬ ‫م‬ ‫ت‬ ‫ا‬ ‫رالودال‬ ‫نم‬ ‫مك‬ ، ‫ل‬ ‫و‬ ‫صألا‬ ‫"؟‬ ‫ءاش‬ ‫ن‬ ‫إ‬ ‫ن‬ ‫آلا‬ ‫أ‬‫ك‬‫ث‬‫ر‬ ‫لوصأ‬ ‫اشنإ‬‫ء‬ ‫يالح‬‫ا‬ ‫يرجيو‬ ، ‫ن‬ ‫بس‬ ‫ة‬ ‫ىلعأو‬ ‫افك‬‫ء‬‫ة‬ ‫ل‬ ‫و‬ ‫ص‬ ‫ألا‬ ‫ن‬ ‫ارود‬ ‫ة‬ ‫ب‬ ‫سن‬ ‫عومجم‬ • ‫لو‬ ‫اد‬ ‫ت‬ ‫ال‬ ‫ةم‬ ‫ي‬ ‫ق‬ ‫ة‬ ‫ب‬ ‫سن‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ل‬ ‫و‬ ‫صأل‬ ‫ا‬ • ‫ت‬ ‫ا‬ ‫بن‬ ‫ال‬ ‫ة‬ ‫ب‬ ‫سن‬ ‫ن‬ ‫م‬ ‫ر‬ ‫م‬ ‫ع‬ ‫ال‬ • Capital Structure Ratios ‫ال‬ ‫مال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫لك‬ ‫ي‬ ‫ه‬ ‫بسن‬ Capital structure ratios answer two questions: • How are an organizations assets financed? • How able is this organization to take on new debt? Answers to these questions can be gained by • Examining the statement of cash flows to determine if significant long term debt has been acquired or paid off OR if there has been a sale or purchase of fixed assets. There are 4 ratios to be discussed: • Long term debt to net assets-measures the proportion of debt to net assets • Net assets to total assets-reflects the proportion of total assets financed by equity • Times Interest Earned-enables creditors and lenders to evaluate a hospitals ability to generate the earnings necessary to meet interest expense requirements. • Debt service Coverage-measures the ability to repay a loan. : ‫ن‬ ‫ي‬ ‫الؤس‬ ‫ىل‬ ‫ع‬ ‫ة‬ ‫ب‬ ‫اجإل‬ ‫ا‬ ‫ال‬ ‫مال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫لك‬ ‫ي‬ ‫ه‬ ‫بسن‬ ‫؟‬ ‫ت‬ ‫ا‬ ‫مظن‬ ‫م‬ ‫ال‬ ‫ل‬ ‫و‬ ‫ص‬ ‫ألا‬ ‫ن‬ ‫م‬ ‫ل‬ ‫ومت‬ ‫ف‬ ‫ي‬ ‫ك‬ ‫ىل‬ ‫ع‬ ‫ذخأ‬ ‫ت‬ ‫ن‬ ‫أ‬ ‫ةمظن‬ ‫م‬ ‫ال‬ ‫هذ‬ ‫ه‬ ‫ي‬ ‫ه‬ ‫ن‬ ‫ك‬ ‫مت‬ ‫ي‬ ‫ف‬ ‫ي‬ ‫ك‬ ‫؟ديدجال‬ ‫ني‬ ‫دال‬ ‫ب‬ ‫است‬ ‫كا‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ ‫ةل‬ ‫ئ‬ ‫سأل‬ ‫ا‬ ‫هذ‬ ‫ه‬ ‫ىل‬ ‫ع‬ ‫ة‬ ‫ب‬ ‫و‬ ‫جألا‬ ‫ناك‬ ‫اذإ‬ ‫ام‬ ‫ل‬ ‫ت‬ ‫ح‬ ‫د‬ ‫ي‬ ‫د‬ ‫نال‬‫ق‬‫د‬‫ي‬‫ة‬ ‫ال‬ ‫ت‬ ‫د‬ ‫ف‬ ‫ق‬ ‫ا‬ ‫ت‬ ‫ب‬ ‫ي‬ ‫ا‬ ‫ن‬ ‫ةسارد‬ ‫ل‬ ‫و‬ ‫ص‬ ‫ح‬ ‫ال‬ ‫مت‬ ‫د‬ ‫ق‬ ‫ل‬ ‫ي‬ ‫و‬ ‫ط‬ ‫ال‬ ‫ىدمال‬ ‫ىل‬ ‫ع‬ ‫ار‬ ‫يب‬ ‫ك‬ ‫ني‬ ‫دال‬ ‫ءارش‬ ‫وأ‬ ‫ع‬ ‫ي‬ ‫ب‬ ‫كا‬ ‫ن‬ ‫ه‬ ‫نا‬ ‫ك‬ ‫اذ‬ ‫إ‬ ‫و‬ ‫أ‬ ‫ددس‬ ‫ي‬ ‫و‬ ‫أ‬ ‫اه‬ ‫ي‬ ‫لع‬ . ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ل‬ ‫و‬ ‫صألا‬ : ‫اه‬ ‫ت‬ ‫شق‬ ‫ا‬ ‫ن‬ ‫م‬ ‫م‬ ‫تي‬ ‫س‬ ‫يتال‬ ‫بس‬ ‫ن‬ ‫ال‬ 4 ‫كا‬ ‫ن‬ ‫ه‬ ‫ل‬ ‫و‬ ‫ص‬ ‫ألا‬ ‫يف‬ ‫ا‬ ‫ص‬ ‫ل‬ ‫ل‬ ‫ج‬ ‫ألا‬ ‫ةل‬ ‫ي‬ ‫و‬ ‫ط‬ ‫نويدال‬ • ‫ل‬ ‫و‬ ‫صأل‬ ‫ا‬ ‫يفا‬ ‫ص‬ ‫ىإل‬ ‫ن‬ ‫ويدال‬ ‫ة‬ ‫ب‬ ‫سن‬ ‫ر‬ ‫يب‬ ‫اد‬ ‫ت‬ ‫ال‬ ‫ل‬ ‫و‬ ‫صأل‬ ‫ا‬ ‫يال‬ ‫م‬ ‫جإ‬ ‫ىإل‬ ‫ت‬ ‫ا‬ ‫دو‬ ‫ج‬ ‫و‬ ‫م‬ ‫ال‬ ‫يفا‬ ‫ص‬ • ‫ن‬ ‫م‬ ‫ة‬ ‫لوم‬ ‫مال‬ ‫ل‬ ‫و‬ ‫ص‬ ‫ألا‬ ‫يالمج‬ ‫إ‬ ‫ة‬ ‫ب‬ ‫سن‬ ‫سك‬ ‫ع‬ ‫ي‬ ‫ن‬ ‫ي‬ ‫م‬ ‫ه‬ ‫اسمال‬ ‫ق‬ ‫وقح‬ ‫ن‬ ‫ين‬ ‫ئ‬ ‫ادال‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ت‬ ، ‫ة‬ ‫ب‬ ‫س‬ ‫ت‬ ‫ك‬ ‫م‬ ‫ال‬ ‫ةد‬ ‫ئ‬ ‫افال‬ ‫ز‬ ‫م‬ ‫ي‬ ‫ا‬ ‫ت‬ • ‫د‬ ‫ي‬ ‫لو‬ ‫ت‬ ‫ى‬ ‫لع‬ ‫ت‬ ‫ا‬ ‫ي‬ ‫فش‬ ‫ت‬ ‫سمال‬ ‫ةرد‬ ‫ق‬ ‫م‬ ‫يي‬ ‫ق‬ ‫ت‬ ‫ل‬ ‫ني‬ ‫ضرقمال‬ ‫و‬ ‫ت‬ ‫ا‬ ‫ف‬ ‫ور‬ ‫ص‬ ‫م‬ ‫ت‬ ‫ا‬ ‫ب‬ ‫لط‬ ‫ت‬ ‫م‬ ‫ةي‬ ‫ب‬ ‫ل‬ ‫ت‬ ‫ل‬ ‫ةمزال‬ ‫ال‬ ‫حا‬ ‫ب‬ ‫رألا‬ .‫ال‬‫اوف‬‫ئ‬‫د‬ ‫دادس‬ ‫لع‬‫ى‬ ‫ةردقال‬ ‫ت‬ ‫د‬ ‫ا‬ ‫ب‬ ‫ي‬ ‫ر‬ ‫تال‬‫غ‬‫يط‬‫ة‬ ‫يدال‬‫ن‬ ‫ةمدخ‬ • .‫ضرقال‬ Summary • Three ways have been presented to analyze financial statements. • Horizontal analysis which examines year to year changes in line items of financial statements. • Vertical analysis which compares one line item with another line item for the same time period. • Ratio analysis which examines the ratio of one line item to another. • Ratio analysis is the preferred approach for detailed analysis of financial statements of healthcare organizations . ‫ة‬ ‫ي‬ ‫الم‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ناي‬ ‫ب‬ ‫ال‬ ‫لي‬ ‫ل‬ ‫ح‬ ‫ت‬ ‫ل‬ ‫ق‬ ‫ر‬ ‫ط‬ ‫ث‬ ‫ال‬ ‫ث‬ ‫ضر‬ ‫ع‬ ‫مت‬ ‫م‬ ‫ا‬ ‫عال‬ ‫ت‬ ‫ا‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ت‬ ‫ل‬ ‫ل‬ ‫م‬ ‫ا‬ ‫عال‬ ‫ص‬ ‫ح‬ ‫في‬ ‫يذ‬ ‫ال‬ ‫ي‬ ‫قفأل‬ ‫ا‬ ‫لي‬ ‫ل‬ ‫حت‬ ‫ال‬ . ‫ة‬ ‫ي‬ ‫ال‬ ‫مال‬ ‫ت‬ ‫ا‬ ‫ناي‬ ‫ب‬ ‫ال‬ ‫دون‬ ‫ب‬ ‫يف‬ ‫رخآ‬ ‫د‬ ‫ن‬ ‫ب‬ ‫ع‬ ‫م‬ ‫د‬ ‫حاو‬ ‫دن‬ ‫ب‬ ‫نر‬ ‫اق‬ ‫ي‬ ‫يذ‬ ‫ال‬ ‫يس‬ ‫أ‬ ‫رال‬ ‫لي‬ ‫ل‬ ‫حت‬ ‫ال‬ . ‫ة‬ ‫ين‬ ‫مزال‬ ‫ة‬ ‫ر‬ ‫ت‬ ‫فال‬ ‫سفن‬ ‫ل‬ ‫ىإل‬ ‫دح‬ ‫ا‬ ‫و‬ ‫دن‬ ‫ب‬ ‫نم‬ ‫ة‬ ‫ب‬ ‫س‬ ‫ن‬ ‫ص‬ ‫ح‬ ‫في‬ ‫ي‬ ‫ذ‬ ‫ال‬ ‫ة‬ ‫ب‬ ‫سن‬ ‫لي‬ ‫لحت‬ .‫رخآ‬ ‫لصف‬ ‫م‬ ‫ل‬ ‫يل‬ ‫حتل‬ ‫لضف‬ ‫مال‬ ‫بول‬ ‫س‬ ‫ألا‬ ‫و‬ ‫ه‬ ‫ة‬ ‫ب‬ ‫سن‬ ‫لي‬ ‫لحت‬ ‫ة‬ ‫ي‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫تا‬ ‫س‬ ‫سؤمل‬ ‫ة‬ ‫ي‬ ‫المال‬ ‫تا‬ ‫ن‬ ‫ا‬ ‫يب‬ ‫لل‬
  • 16.
    Ch5 Working Capital Management‫ل‬ ‫م‬ ‫اعال‬ ‫ال‬ ‫م‬ ‫ال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫ةرادإ‬ Learning Objectives • Define working capital and the revenue cycle • Understand working capital and revenue cycle management • Construct a cash budget • Understand receivables and payables management ‫ت‬ ‫ا‬ ‫د‬ ‫اريإل‬ ‫ا‬ ‫ة‬ ‫ر‬ ‫ود‬ ‫و‬ ‫لما‬ ‫عال‬ ‫ال‬ ‫مال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫ديدحت‬ ‫ت‬ ‫اد‬ ‫ا‬ ‫ر‬ ‫ي‬ ‫إلا‬ ‫ة‬ ‫ر‬ ‫و‬ ‫د‬ ‫ة‬ ‫راد‬ ‫إ‬ ‫و‬ ‫ل‬ ‫م‬ ‫ا‬ ‫عال‬ ‫المال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫مهف‬ ‫ة‬ ‫ي‬ ‫دقنال‬ ‫ة‬ ‫ي‬ ‫ن‬ ‫ازيمال‬ ‫ءان‬ ‫ب‬ ‫ة‬ ‫راد‬ ‫إ‬ ‫و‬ ‫ة‬ ‫ن‬ ‫ئ‬ ‫اد‬ ‫ممذ‬ ‫مهف‬ Working Capital ‫ل‬ ‫م‬ ‫اعال‬ ‫ال‬ ‫م‬ ‫ال‬ ‫سأر‬ • Working capital refers to both current assets and current liabilities • Net working capital refers to the difference between current assets and current liabilities • In day to day operations there is an ongoing flow of cash incoming and outgoing • In healthcare payments where payment for services may be out 2 months or more, there must be sufficient cash on hand to pay bills ‫ل‬ ‫ك‬ ‫ى‬ ‫إل‬ ‫ل‬ ‫م‬ ‫اعال‬ ‫ال‬ ‫م‬ ‫ال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫ر‬ ‫ي‬ ‫شي‬ • ‫لوادتمال‬‫ة‬ ‫تابولطمالو‬ ‫لوادتمال‬‫ة‬ ‫تادوجومال‬ ‫ب‬ ‫ي‬ ‫ن‬ ‫قرفال‬ ‫ىإل‬ ‫لماعال‬ ‫المال‬ ‫سأر‬ ‫ص‬ ‫ا‬ ‫ف‬ ‫ي‬ ‫ي‬ ‫ش‬ ‫ي‬ ‫ر‬ • ‫ة‬ ‫لو‬ ‫ا‬ ‫دتمال‬ ‫تا‬ ‫ب‬ ‫و‬ ‫ل‬ ‫ط‬ ‫مال‬ ‫و‬ ‫ة‬ ‫لوا‬ ‫د‬ ‫ت‬ ‫مال‬ ‫ت‬ ‫ادوجومال‬ ‫نم‬ ‫ر‬ ‫م‬ ‫ت‬ ‫سم‬ ‫ق‬ ‫فدت‬ ‫كان‬ ‫ه‬ ‫ة‬ ‫ي‬ ‫م‬ ‫ويال‬ ‫تا‬ ‫ي‬ ‫ل‬ ‫معال‬ ‫ي‬ ‫ف‬ • ‫ة‬ ‫ر‬ ‫دا‬ ‫ص‬ ‫ال‬ ‫و‬ ‫ة‬ ‫د‬ ‫راوال‬ ‫الو‬ ‫مألا‬ ‫ع‬ ‫فد‬ ‫ث‬ ‫ي‬ ‫ح‬ ‫ة‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫ت‬ ‫ا‬ ‫ع‬ ‫وفد‬ ‫م‬ ‫يف‬ • ، ‫ر‬ ‫ث‬ ‫كأ‬ ‫و‬ ‫أ‬ ‫رهشأ‬ 2 ‫نم‬ ‫ن‬ ‫و‬ ‫كت‬ ‫د‬ ‫ق‬ ‫ت‬ ‫ا‬ ‫م‬ ‫دخال‬ ‫لباقم‬ ‫ع‬ ‫فدل‬ ‫ف‬ ‫ا‬ ‫ك‬ ‫يدق‬ ‫ن‬ ‫دي‬ ‫ص‬ ‫ر‬ ‫كا‬ ‫ن‬ ‫ه‬ ‫ن‬ ‫و‬ ‫كي‬ ‫ن‬ ‫أ‬ ‫بجي‬ ‫ال‬ ‫ف‬ ‫و‬ ‫ا‬ ‫ت‬ ‫ي‬ ‫ر‬ Working Capital Cycle ‫ل‬ ‫م‬ ‫ا‬ ‫ع‬ ‫ال‬ ‫ال‬ ‫مال‬ ‫س‬ ‫أر‬ ‫ةر‬ ‫ود‬ Working Capital Management Strategies ‫ل‬ ‫م‬ ‫اع‬ ‫ال‬ ‫ال‬ ‫مال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫ة‬ ‫رادإ‬ ‫ت‬ ‫ا‬ ‫ي‬ ‫جي‬ ‫ت‬ ‫ار‬ ‫ت‬ ‫سا‬ • Defined as the amount of working capital an organization must keep as a cushion • 2 components: • Asset Mix-amount of working capital an organization keeps on hand relative to its potential working capital obligations • Financing Mix-how an organization chooses to finance its working capital needs ‫ب‬ ‫ج‬ ‫ي‬ ‫لم‬ ‫ا‬ ‫ع‬ ‫ال‬ ‫ال‬ ‫مال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫ة‬ ‫ي‬ ‫مك‬ ‫هن‬ ‫أ‬ ‫ب‬ ‫فرعي‬ • ‫ةد‬ ‫اس‬ ‫و‬ ‫ى‬ ‫لع‬ ‫ظ‬ ‫ا‬ ‫فحال‬ ‫ة‬ ‫مظن‬ ‫م‬ ‫ال‬ ‫ىلع‬ : ‫ت‬ ‫ا‬ ‫ن‬ ‫وكمال‬ 2 • ‫ال‬ ‫مال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫مجح‬ ‫ن‬ ‫م‬ ‫ج‬ ‫ي‬ ‫زم‬ ‫ل‬ ‫و‬ ‫صأل‬ ‫ا‬ • ‫ىل‬ ‫ع‬ ‫ل‬ ‫م‬ ‫ع‬ ‫ت‬ ‫ب‬ ‫ي‬ ‫رق‬ ‫د‬ ‫ي‬ ‫ى‬ ‫لع‬ ‫ةمظنم‬ ‫يق‬ ‫بت‬ ‫و‬ ‫لم‬ ‫ا‬ ‫ع‬ ‫ال‬ ‫ال‬ ‫م‬ ‫ال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫ة‬ ‫ل‬ ‫م‬ ‫ت‬ ‫حمال‬ ‫ت‬ ‫ام‬ ‫از‬ ‫ت‬ ‫لالا‬ ‫ل‬ ‫ي‬ ‫وم‬ ‫ت‬ ‫ل‬ ‫ة‬ ‫مظنم‬ ‫لي‬ ‫وم‬ ‫ت‬ ‫را‬ ‫ت‬ ‫خت‬ ‫ف‬ ‫ي‬ ‫ك‬ ‫س‬ ‫ك‬ ‫ي‬ ‫م‬ • ‫ل‬ ‫لماعال‬ ‫المال‬ ‫سأر‬ ‫تاجايتحا‬ Asset Mix Strategy ‫ل‬ ‫و‬ ‫ص‬ ‫ألا‬ ‫ج‬ ‫ي‬ ‫زم‬ ‫ة‬ ‫ي‬ ‫جي‬ ‫ت‬ ‫ار‬ ‫ت‬ ‫سا‬ • Continuum between aggressive and conservative • Aggressive-attempts to maximize returns by investing excess funds in non-liquid assets expected to have high earnings • Conservative-minimizes its risk of having insufficient short-term funds by maintaining higher liquidity ‫ظ‬ ‫ف‬ ‫ا‬ ‫حمالو‬ ‫ة‬ ‫ين‬ ‫اودعال‬ ‫ن‬ ‫ي‬ ‫ب‬ ‫ل‬ ‫ص‬ ‫اوت‬ ‫ال‬ • ‫ن‬ ‫م‬ ‫دئاوعال‬ ‫م‬ ‫ي‬ ‫ظع‬ ‫ت‬ ‫ل‬ ‫ة‬ ‫ين‬ ‫او‬ ‫د‬ ‫ع‬ ‫ال‬ ‫تال‬ ‫وا‬ ‫حم‬ ‫ال‬ - • ‫ي‬ ‫ف‬ ‫ة‬ ‫ض‬ ‫ئ‬ ‫افال‬ ‫ال‬ ‫ومأل‬ ‫ا‬ ‫را‬ ‫م‬ ‫ثت‬ ‫سالا‬ ‫لال‬ ‫خ‬ ‫نوك‬ ‫ي‬ ‫ن‬ ‫أ‬ ‫ع‬ ‫ق‬ ‫وت‬ ‫م‬ ‫ال‬ ‫ن‬ ‫م‬ ‫ة‬ ‫ل‬ ‫ئ‬ ‫اس‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ل‬ ‫و‬ ‫صألا‬ ‫ح‬ ‫ا‬ ‫ب‬ ‫رأ‬ ‫عا‬ ‫ف‬ ‫ت‬ ‫را‬ ‫د‬ ‫و‬ ‫جو‬ ‫ن‬ ‫م‬ ‫ر‬ ‫ط‬ ‫ا‬ ‫خمال‬ ‫ن‬ ‫م‬ ‫ل‬ ‫لق‬ ‫ي‬ - ‫ن‬ ‫ي‬ ‫ظ‬ ‫ف‬ ‫احمال‬ • ‫ل‬ ‫ال‬ ‫خ‬ ‫ن‬ ‫م‬ ‫ري‬ ‫صقال‬ ‫ى‬ ‫دمال‬ ‫ى‬ ‫لع‬ ‫ة‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫ك‬ ‫ال‬ ‫ومأ‬ ‫ة‬ ‫لوي‬ ‫س‬ ‫ىل‬ ‫ع‬ ‫أ‬ ‫ىل‬ ‫ع‬ ‫ظ‬ ‫افحال‬ Financing Mix Strategy ‫لي‬ ‫وم‬ ‫ت‬ ‫ال‬ ‫ج‬ ‫ي‬ ‫زم‬ ‫ة‬ ‫ي‬ ‫جي‬ ‫ت‬ ‫ار‬ ‫ت‬ ‫سا‬ • 3 rules to follow to decide between short term and long term borrowing to finance working capital needs: • Finance short term working capital needs with short term debt • Finance long term working capital needs with long term financing • Finance fluctuating needs for working capital by employing a mixed strategy ‫ى‬ ‫دمال‬ ‫ن‬ ‫ي‬ ‫ب‬ ‫ر‬ ‫ارق‬ ‫ذاخت‬ ‫ال‬ ‫ةع‬ ‫ب‬ ‫ا‬ ‫ت‬ ‫مل‬ ‫د‬ ‫ع‬ ‫اوق‬ 3 ‫ل‬ ‫ي‬ ‫وم‬ ‫ت‬ ‫ل‬ ‫ل‬ ‫جأل‬ ‫ا‬ ‫ل‬ ‫ي‬ ‫و‬ ‫ط‬ ‫ضار‬ ‫ت‬ ‫قال‬ ‫ا‬ ‫و‬ ‫ر‬ ‫ي‬ ‫صقال‬ : ‫لماعال‬ ‫المال‬ ‫سأر‬ ‫تاجايتحا‬ ‫ر‬ ‫ي‬ ‫ص‬ ‫ق‬ ‫لم‬ ‫ا‬ ‫ع‬ ‫ال‬ ‫ال‬ ‫مال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫ل‬ ‫ي‬ ‫وم‬ ‫ت‬ ‫جا‬ ‫ت‬ ‫حي‬ ‫لج‬ ‫ألا‬ ‫ة‬ ‫ر‬ ‫ي‬ ‫ص‬ ‫ق‬ ‫نويدال‬ ‫ع‬ ‫م‬ ‫ل‬ ‫جألا‬ ‫ةل‬ ‫يو‬ ‫ط‬ ‫لم‬ ‫ا‬ ‫ع‬ ‫ال‬ ‫ال‬ ‫مال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫ل‬ ‫ي‬ ‫وم‬ ‫ت‬ ‫جا‬ ‫ت‬ ‫حي‬ ‫ل‬ ‫جأل‬ ‫ا‬ ‫ل‬ ‫ي‬ ‫و‬ ‫ط‬ ‫ل‬ ‫ي‬ ‫وم‬ ‫ت‬ ‫ال‬ ‫ع‬ ‫م‬ ‫دمألا‬ ‫لم‬ ‫ا‬ ‫ع‬ ‫ال‬ ‫ال‬ ‫م‬ ‫ال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫ت‬ ‫اجاي‬ ‫ت‬ ‫حا‬ ‫ب‬ ‫ذ‬ ‫ب‬ ‫ذ‬ ‫ت‬ ‫ي‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ 1
  • 17.
    Ch5 Cash Management ‫د‬ ‫وقنال‬ ‫ةرادإ‬ •Refers to currency and cash equivalents (interest-bearing savings and checking accounts • 3 major reasons to hold cash: • Daily operations purposes: meeting daily operations purposes requires holding cash to pay day-to-day bills. • Precautionary purposes: holding cash to meet unexpected demands, such as unforeseen maintenance. • Speculative purposes: holding cash to take advantage of unexpected opportunities, such as buying a competing group practice that has decided to sell. ‫ال‬ ‫ت‬ ‫و‬ ‫ف‬ ‫ي‬ ‫ر‬ ( ‫لداعمال‬ ‫نالو‬‫ق‬‫د‬ ‫لمعال‬‫ة‬ ‫ىإل‬ ‫ي‬ ‫ش‬ ‫ي‬ ‫ر‬ • ‫ة‬ ‫ي‬ ‫راجال‬ ‫ت‬ ‫ا‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫ال‬ ‫و‬ ‫ةدئافب‬ : ‫ة‬ ‫ي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫د‬ ‫ق‬ ‫ع‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ئ‬ ‫ر‬ ‫ب‬ ‫ا‬ ‫ب‬ ‫سأ‬ 3 • ‫ض‬ ‫ا‬ ‫ر‬ ‫غ‬ ‫أ‬ : ‫ةي‬ ‫مو‬ ‫ي‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ي‬ ‫ل‬ ‫م‬ ‫ع‬ ‫ال‬ ‫ضار‬ ‫غ‬ ‫أ‬ • ‫ة‬ ‫ي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫د‬ ‫قع‬ ‫ب‬ ‫لط‬ ‫ت‬ ‫ت‬ ‫عا‬ ‫م‬ ‫ت‬ ‫جا‬ ‫ة‬ ‫ي‬ ‫مو‬ ‫ي‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ي‬ ‫ل‬ ‫م‬ ‫ع‬ ‫ال‬ . ‫م‬ ‫و‬ ‫ي‬ ‫دع‬ ‫ب‬ ‫امو‬ ‫ي‬ ‫ري‬ ‫ت‬ ‫اوف‬ ‫ع‬ ‫ف‬ ‫دل‬ ‫ب‬ ‫الطم‬ ‫ة‬ ‫يب‬ ‫ل‬ ‫ت‬ ‫ل‬ ‫ةي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫دق‬ ‫ع‬ : ‫ةيئ‬ ‫اق‬ ‫و‬ ‫ضار‬ ‫غ‬ ‫أ‬ • . ‫ة‬ ‫ع‬ ‫ق‬ ‫وت‬ ‫م‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ةن‬ ‫ا‬ ‫ي‬ ‫ص‬ ‫لث‬ ‫م‬ ، ‫ةعقو‬ ‫ت‬ ‫م‬ ‫ريغ‬ ‫ةداف‬ ‫ت‬ ‫سالل‬ ‫ةي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫دق‬ ‫ع‬ : ‫ةب‬ ‫راض‬ ‫م‬ ‫ال‬ ‫ضار‬ ‫غ‬ ‫أ‬ • ‫ةسرامم‬ ‫ء‬ ‫ار‬ ‫ش‬ ‫لث‬ ‫م‬ ، ‫ة‬ ‫ع‬ ‫ق‬ ‫وت‬ ‫م‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ص‬ ‫رف‬ ‫ن‬ ‫م‬ . ‫ت‬ ‫ب‬ ‫ي‬ ‫ع‬ ‫نأ‬ ‫تررق‬ ‫ال‬ ‫ت‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ت‬ ‫ن‬ ‫ا‬ ‫ف‬ ‫س‬ ‫ة‬ ‫ةعومجم‬ Sources of Temporary Cash ‫ةت‬ ‫ق‬ ‫ؤمال‬ ‫ة‬ ‫ي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫رداصم‬ • 2 primary sources of short term funds are: 1. Bank Loans-lines of credit, commitment fees, compensating balances, transaction notes 2. Extension of credit from suppliers (trade payables) Lines of credit: a. Normal line of credit: an agreement established by a bank and a borrower that establishes the maximum amount of funds that may be borrowed and the bank may loan the funds at its own freedom of choice. b. Revolving line of credit: an agreement established by a bank and a borrower that legally requires the bank to loan money to the borrower at any time requested, up to a pre- negotiated limit. commitment fees: is a percentage of the unused portion of the credit line that is charged to the potential borrower. ‫ىدمال‬ ‫لع‬‫ى‬ ‫الومألل‬ ‫ال‬ ‫ر‬ ‫ئ‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ة‬ ‫رداصمال‬ 2 • : ‫يه‬ ‫ال‬ ‫ق‬ ‫ص‬ ‫ي‬ ‫ر‬ ‫م‬ ‫و‬ ‫سرالو‬ ، ‫نام‬ ‫تئ‬ ‫الا‬ ‫طو‬ ‫طخ‬ ‫ض‬ ‫ورقال‬ ‫ك‬ ‫ن‬ ‫ب‬ .1 ‫ت‬ ‫ا‬ ‫ظحال‬ ‫م‬ ‫ال‬ ‫و‬ ‫ض‬ ‫ي‬ ‫وع‬ ‫ت‬ ‫ة‬ ‫دصر‬ ‫أ‬ ، ‫ماز‬ ‫ت‬ ‫لالا‬ ‫ةل‬ ‫ماع‬ ‫م‬ ‫ال‬ ‫ادال‬‫ئ‬‫ن‬‫ي‬‫ن‬ ( ‫نيدرومال‬ ‫نم‬ ‫ا‬‫ال‬‫ئ‬‫ت‬‫م‬‫ا‬‫ن‬ ‫يدمت‬‫د‬ .2 )‫تال‬‫ج‬‫ا‬‫ر‬‫ي‬‫ي‬‫ن‬ : ‫ن‬ ‫ا‬ ‫م‬ ‫ت‬ ‫ئ‬ ‫الا‬ ‫طوطخ‬ ‫لب‬ ‫ق‬ ‫نم‬ ‫مر‬ ‫ب‬ ‫م‬ ‫قافت‬ ‫ا‬ : ‫نا‬ ‫م‬ ‫ت‬ ‫ئ‬ ‫ال‬ ‫ا‬ ‫نم‬ ‫ي‬ ‫د‬ ‫ا‬ ‫ع‬ ‫ط‬ ‫خ‬ . ‫ا‬ ‫نم‬ ‫ى‬ ‫ص‬ ‫قألا‬ ‫د‬ ‫حال‬ ‫د‬ ‫دح‬ ‫ي‬ ‫نأ‬ ‫ض‬ ‫ر‬ ‫ت‬ ‫ق‬ ‫م‬ ‫ال‬ ‫و‬ ‫كن‬ ‫ب‬ ‫ال‬ ‫ك‬ ‫ن‬ ‫ب‬ ‫ل‬ ‫ل‬ ‫ز‬ ‫وجي‬ ‫و‬ ‫ة‬ ‫ر‬ ‫ا‬ ‫ع‬ ‫ت‬ ‫سا‬ ‫نكمي‬ ‫يتال‬ ‫الو‬ ‫مألا‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫ص‬ ‫اخال‬ ‫اهتي‬ ‫ر‬ ‫ح‬ ‫ي‬ ‫ف‬ ‫ال‬ ‫و‬ ‫مألا‬ ‫ضر‬ ‫قال‬ . ‫ر‬ ‫ا‬ ‫ي‬ ‫ت‬ ‫خال‬ ‫ا‬ ‫كن‬ ‫ب‬ ‫ال‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫نم‬ ‫مر‬ ‫ب‬ ‫م‬ ‫ق‬ ‫افت‬ ‫ا‬ : ‫ة‬ ‫ي‬ ‫ن‬ ‫ا‬ ‫م‬ ‫تئ‬ ‫ا‬ ‫ت‬ ‫الي‬ ‫ه‬ ‫ست‬ . ‫ب‬ ‫ضارقإل‬ ‫ل‬ ‫ل‬ ‫ب‬ ‫ن‬ ‫ك‬ ‫اق‬‫ن‬‫و‬‫ن‬‫ا‬ ‫ي‬ ‫ت‬ ‫ط‬ ‫ل‬ ‫ب‬ ‫يذال‬ ‫تقمالو‬‫ر‬‫ض‬ ‫ى‬ ‫إل‬ ‫لص‬ ‫ت‬ ‫و‬ ، ‫ب‬ ‫لط‬ ‫ت‬ ‫ق‬ ‫و‬ ‫ي‬ ‫أ‬ ‫ي‬ ‫ف‬ ‫ض‬ ‫ر‬ ‫ت‬ ‫ق‬ ‫م‬ ‫لل‬ ‫المال‬ . ‫ا‬ ‫قبسم‬ ‫ض‬ ‫و‬ ‫افتال‬ ‫دح‬ ‫ءزجال‬ ‫نم‬ ‫ئمال‬‫و‬‫ي‬‫ة‬ ‫ال‬ ‫ن‬ ‫س‬ ‫ب‬ ‫ة‬ ‫يه‬ : ‫لالا‬‫ت‬‫ماز‬ ‫موسر‬ ‫ا‬ ‫هل‬ ‫ي‬ ‫محت‬ ‫م‬ ‫ت‬ ‫ي‬ ‫يتال‬ ‫ن‬ ‫ا‬ ‫م‬ ‫تئ‬ ‫الا‬ ‫ط‬ ‫خ‬ ‫نم‬ ‫م‬ ‫دختس‬ ‫مال‬ ‫ر‬ ‫ي‬ ‫غ‬ . ‫ل‬ ‫م‬ ‫ت‬ ‫حمال‬ ‫ض‬ ‫ر‬ ‫ت‬ ‫ق‬ ‫م‬ ‫ال‬ ‫ىلع‬ • Compensating balances: the borrower is required to maintain a designated dollar amount on deposit with the bank. • The effect of compensating balance is to increase the true of effective interest rate that the borrower must pay. • 𝑒𝑓𝑓𝑒𝑐𝑡𝑖𝑣𝑒 𝑖𝑛𝑡𝑒𝑟𝑒𝑠𝑡 𝑟𝑎𝑡𝑒 = (𝑖𝑛𝑡𝑒𝑟𝑒𝑠𝑡 𝑒𝑥𝑝𝑒𝑛𝑠𝑒 𝑜𝑛 𝑎𝑚𝑜𝑢𝑛𝑡 𝑏𝑜𝑟𝑟𝑜𝑤𝑒𝑑+𝑡𝑜𝑡𝑎𝑙 𝑓𝑒𝑒𝑠) (𝑎𝑚𝑜𝑢𝑛𝑡 𝑏𝑜𝑟𝑟𝑜𝑤𝑒𝑑−𝑐𝑜𝑚𝑝𝑒𝑛𝑠𝑎𝑡𝑖𝑛𝑔 𝑏𝑎𝑙𝑎𝑛𝑐𝑒) • Transaction notes: is a short-term, unsecured loan made for some specific purpose such as financing inventory purchases. 2. Trade Credit or Payables: a. Trade credit: short term credit offered by the supplier of a good or service to the purchaser. b. Trade payables: short term debt that results from supplies purchased on credit for a given length of time. This allows an organization to use the supplier’s money to pay for the purchase up until the time it pays the supplier the amount owed. ‫ظ‬ ‫ا‬ ‫فحلل‬ ‫ض‬ ‫ر‬ ‫ت‬ ‫ق‬ ‫م‬ ‫ال‬ ‫ب‬ ‫و‬ ‫لطم‬ : ‫ة‬ ‫دصر‬ ‫أ‬ ‫ض‬ ‫ي‬ ‫وعت‬ ‫ى‬ ‫د‬ ‫ل‬ ‫ع‬ ‫ئ‬ ‫ا‬ ‫دوال‬ ‫ىل‬ ‫ع‬ ‫ة‬ ‫ني‬ ‫ع‬ ‫م‬ ‫ال‬ ‫ر‬ ‫الودال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫ق‬ ‫ىلع‬ .‫ال‬‫ب‬‫ن‬‫ك‬ ‫ن‬ ‫م‬ ‫ح‬ ‫ي‬ ‫حص‬ ‫ة‬ ‫دا‬ ‫ي‬ ‫ز‬ ‫و‬ ‫ه‬ ‫ن‬ ‫زاوتال‬ ‫ض‬ ‫ي‬ ‫وع‬ ‫ت‬ ‫ر‬ ‫يث‬ ‫أت‬ . ‫ع‬ ‫ف‬ ‫د‬ ‫ي‬ ‫ن‬ ‫أ‬ ‫ض‬ ‫ر‬ ‫ت‬ ‫ق‬ ‫م‬ ‫ال‬ ‫ىل‬ ‫ع‬ ‫ي‬ ‫ل‬ ‫ع‬ ‫فال‬ ‫ةدئافال‬ ‫ل‬ ‫دعم‬ ‫لع‬‫ى‬ ‫فال‬‫ا‬‫ئ‬ ‫د‬‫ة‬ ‫باسح‬ (( = ‫ال‬ ‫ف‬ ‫ع‬ ‫ل‬ ‫ي‬ ‫فال‬‫ا‬‫ئ‬ ‫د‬‫ة‬ ‫لدعم‬ / )) ‫مو‬ ‫س‬ ‫رال‬ ‫ع‬ ‫ومج‬ ‫م‬ + ‫ضر‬ ‫ت‬ ‫ق‬ ‫م‬ ‫ال‬ ‫غ‬ ‫ل‬ ‫ب‬ ‫م‬ ‫ال‬ )) ‫ض‬ ‫وع‬ ‫ت‬ ‫ضر‬ ‫ت‬ ‫ق‬ ‫م‬ ‫ال‬ ‫غ‬ ‫ل‬ ‫ب‬ ‫م‬ ‫ال‬ ( ‫ن‬ ‫زاوتال‬ ( ، ‫لج‬ ‫ألا‬ ‫ة‬ ‫ر‬ ‫ي‬ ‫ص‬ ‫ق‬ ‫ي‬ ‫ه‬ : ‫ة‬ ‫ي‬ ‫ل‬ ‫م‬ ‫ع‬ ‫ت‬ ‫ا‬ ‫ظحالم‬ ‫ضع‬ ‫ب‬ ‫ل‬ ‫ل‬ ‫ع‬ ‫ج‬ ‫ة‬ ‫ن‬ ‫و‬ ‫م‬ ‫ضمال‬ ‫ريغ‬ ‫ض‬ ‫ورقالو‬ . ‫نوز‬ ‫خ‬ ‫م‬ ‫ال‬ ‫ءارش‬ ‫ل‬ ‫ي‬ ‫وم‬ ‫ت‬ ‫ل‬ ‫ث‬ ‫م‬ ‫د‬ ‫دح‬ ‫م‬ ‫ضرغ‬ : ‫ةنئ‬ ‫ا‬ ‫د‬ ‫م‬ ‫م‬ ‫ذ‬ ‫و‬ ‫أ‬ ‫ي‬ ‫راجت‬ ‫ال‬ ‫نام‬ ‫تئ‬ ‫الا‬ .2 ‫ل‬ ‫جألا‬ ‫ةريص‬ ‫ق‬ ‫نام‬ ‫تئ‬ ‫الا‬ : ‫يراجت‬ ‫ال‬ ‫نام‬ ‫تئ‬ ‫الا‬ ‫ة‬ ‫م‬ ‫د‬ ‫خ‬ ‫و‬ ‫أ‬ ‫ة‬ ‫ع‬ ‫ل‬ ‫س‬ ‫ل‬ ‫ل‬ ‫درومال‬ ‫اه‬ ‫مد‬ ‫ق‬ ‫ي‬ ‫ي‬ ‫ت‬ ‫ال‬ .‫لل‬‫م‬‫تش‬‫ر‬‫ي‬ ‫ل‬ ‫ج‬ ‫ألا‬ ‫ة‬ ‫ر‬ ‫ي‬ ‫ص‬ ‫ق‬ ‫نويدال‬ : ‫ة‬ ‫ي‬ ‫راجت‬ ‫ال‬ ‫ة‬ ‫نئ‬ ‫ادال‬ ‫م‬ ‫مذال‬ ‫ةدمل‬ ‫لجألاب‬ ‫تشمال‬‫ر‬‫ا‬‫ة‬ ‫مزاولال‬ ‫نم‬ ‫ت‬ ‫ن‬ ‫ت‬ ‫ج‬ ‫ال‬ ‫ت‬ ‫ي‬ . ‫ن‬ ‫مز‬ ‫ال‬ ‫ن‬ ‫م‬ ‫ة‬ ‫ني‬ ‫عم‬ ‫ال‬ ‫مال‬ ‫م‬ ‫ادخت‬ ‫س‬ ‫ال‬ ‫ة‬ ‫مظ‬ ‫ن‬ ‫م‬ ‫ل‬ ‫ل‬ ‫ح‬ ‫مسي‬ ‫اذه‬ ‫ي‬ ‫ذ‬ ‫ال‬ ‫ت‬ ‫قو‬ ‫ال‬ ‫ى‬ ‫ت‬ ‫حو‬ ‫ء‬ ‫ا‬ ‫رشال‬ ‫ن‬ ‫مث‬ ‫ع‬ ‫ف‬ ‫د‬ ‫ل‬ ‫دروملل‬ . ‫ق‬ ‫حتس‬ ‫مال‬ ‫غ‬ ‫ل‬ ‫ب‬ ‫م‬ ‫ال‬ ‫د‬ ‫رومال‬ ‫ع‬ ‫ف‬ ‫دي‬ 2
  • 18.
    Ch5 Revenue Cycle Management‫ت‬ ‫ا‬ ‫دار‬ ‫ي‬ ‫إلا‬ ‫ةر‬ ‫و‬ ‫د‬ ‫ةرادإ‬ • Several hindrances can delay the billing process and collection of cash. For example: • 1. patients who use more than one name or who have had name changes. • Address change or no address or phone number on file. • Lack of clarity about who is responsible for paying the bill, or outdated insurance information. • Specific requirements demanded by various insurers, such as retrospective reviews. • Successful cash management is driven by a billing process that must be timely and accurate. • Ensuring a timely and accurate billing process determines the success of cash management ‫ة‬ ‫ي‬ ‫ل‬ ‫م‬ ‫ع‬ ‫ر‬ ‫خ‬ ‫ؤ‬ ‫ي‬ ‫ق‬ ‫ئ‬ ‫اوعال‬ ‫ن‬ ‫م‬ ‫ديدعال‬ ‫ن‬ ‫أ‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ • : ‫ال‬ ‫ث‬ ‫م‬ ‫ف‬ . ‫ةي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫ل‬ ‫ي‬ ‫ص‬ ‫حت‬ ‫و‬ ‫ر‬ ‫يت‬ ‫اوفال‬ ‫داد‬ ‫ع‬ ‫إ‬ ‫ر‬ ‫ث‬ ‫كأ‬ ‫ن‬ ‫و‬ ‫مدخ‬ ‫ت‬ ‫سي‬ ‫ن‬ ‫ي‬ ‫ذال‬ ‫ى‬ ‫ضرمال‬ .1 • ‫ناك‬ ‫و‬ . ‫مسا‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ت‬ ‫ي‬ ‫ي‬ ‫ذال‬ ‫و‬ ‫أ‬ ‫د‬ ‫حاو‬ ‫مسا‬ ‫ن‬ ‫م‬ ‫ف‬ ‫ت‬ ‫اهال‬ ‫م‬ ‫قر‬ ‫و‬ ‫أ‬ ‫ن‬ ‫اونع‬ ‫ي‬ ‫أ‬ ‫و‬ ‫أ‬ ‫ن‬ ‫اونع‬ ‫ر‬ ‫يي‬ ‫غت‬ • . ‫ف‬ ‫ل‬ ‫م‬ ‫ال‬ ‫يف‬ ‫ن‬ ‫ع‬ ‫ل‬ ‫وؤ‬ ‫سمال‬ ‫و‬ ‫ه‬ ‫ن‬ ‫م‬ ‫لو‬ ‫ح‬ ‫ح‬ ‫و‬ ‫ضو‬ ‫مدع‬ • ‫اف‬ ‫ع‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ن‬ ‫ي‬ ‫م‬ ‫أ‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫امولع‬ ‫م‬ ‫و‬ ‫أ‬ ، ‫ة‬ ‫ر‬ ‫وتا‬ ‫ف‬ ‫ع‬ ‫ف‬ ‫د‬ . ‫ن‬ ‫مز‬ ‫ال‬ ‫اه‬ ‫ي‬ ‫لع‬ ‫ف‬ ‫لت‬ ‫خم‬ ‫لب‬ ‫ق‬ ‫نم‬ ‫تب‬ ‫ال‬ ‫ط‬ ‫ة‬ ‫ددح‬ ‫م‬ ‫ت‬ ‫اب‬ ‫ل‬ ‫ط‬ ‫ت‬ ‫م‬ • . ‫يعجر‬ ‫ر‬ ‫ثأ‬ ‫ب‬ ‫ض‬ ‫ا‬ ‫رع‬ ‫ت‬ ‫س‬ ‫ا‬ ‫ل‬ ‫ث‬ ‫م‬ ، ‫ن‬ ‫ي‬ ‫م‬ ‫أ‬ ‫ت‬ ‫ال‬ ‫تا‬ ‫كرش‬ ‫ة‬ ‫ي‬ ‫لمع‬ ‫لال‬ ‫خ‬ ‫نم‬ ‫ةحج‬ ‫ا‬ ‫ن‬ ‫ال‬ ‫ة‬ ‫يدقن‬ ‫ال‬ ‫ة‬ ‫ر‬ ‫ادإ‬ ‫ةعوفدم‬ • ‫ت‬ ‫ق‬ ‫و‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫نوكت‬ ‫نأ‬ ‫بج‬ ‫ي‬ ‫يت‬ ‫ال‬ ‫ر‬ ‫يت‬ ‫ا‬ ‫و‬ ‫فال‬ ‫داد‬ ‫عإ‬ . ‫ة‬ ‫ق‬ ‫ي‬ ‫قدو‬ ‫ب‬ ‫س‬ ‫ان‬ ‫مال‬ ‫ددح‬ ‫ت‬ ‫ة‬ ‫ق‬ ‫ي‬ ‫ق‬ ‫د‬ ‫و‬ ‫ة‬ ‫ين‬ ‫آ‬ ‫ة‬ ‫ر‬ ‫ت‬ ‫و‬ ‫ف‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫م‬ ‫ع‬ ‫نام‬ ‫ض‬ • ‫د‬ ‫ق‬ ‫ن‬ ‫ال‬ ‫ة‬ ‫رادإ‬ ‫حاجن‬ Revenue Cycle Management ‫ت‬ ‫ا‬ ‫دار‬ ‫ي‬ ‫إلا‬ ‫ةر‬ ‫و‬ ‫د‬ ‫ةرادإ‬ Collecting cash payments ‫ةي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫عو‬ ‫ف‬ ‫دمال‬ ‫ع‬ ‫مج‬ • More and more of the payment responsibility with copays and deductibles resides with the patient at time of service • By electronically accepting cash payments, providers avoid the costs of billing and carrying accounts receivable • Additional avenues for collecting payments include: decentralized collection centers, lockboxes, wire transfers ‫ع‬ ‫م‬ ‫عف‬ ‫د‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫و‬ ‫ؤ‬ ‫سم‬ ‫ن‬ ‫م‬ ‫رث‬ ‫ك‬ ‫أ‬ ‫و‬ ‫ر‬ ‫ث‬ ‫كأ‬ • ‫ض‬ ‫ي‬ ‫رم‬ ‫ال‬ ‫ع‬ ‫م‬ ‫م‬ ‫ي‬ ‫قي‬ ‫ت‬ ‫امو‬ ‫ص‬ ‫خالو‬ copays ‫ة‬ ‫م‬ ‫دخال‬ ‫م‬ ‫ي‬ ‫دق‬ ‫ت‬ ‫ت‬ ‫ق‬ ‫و‬ ‫يف‬ ‫ت‬ ‫ا‬ ‫عو‬ ‫ف‬ ‫دمال‬ ‫ا‬ ‫ين‬ ‫ورت‬ ‫ك‬ ‫إل‬ ‫ل‬ ‫وب‬ ‫ق‬ ‫لال‬ ‫خ‬ ‫ن‬ ‫م‬ • ‫ر‬ ‫ي‬ ‫ت‬ ‫اوفال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫بن‬ ‫جت‬ ‫يمدقم‬ ‫و‬ ، ‫ة‬ ‫ي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫ةني‬ ‫دمال‬ ‫م‬ ‫مذ‬ ‫ال‬ ‫لمح‬ ‫ت‬ ‫و‬ : ‫لمش‬ ‫ت‬ ‫و‬ ‫ت‬ ‫اع‬ ‫ف‬ ‫د‬ ‫ال‬ ‫ل‬ ‫ي‬ ‫ص‬ ‫حت‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫ف‬ ‫اض‬ ‫إ‬ ‫لب‬ ‫س‬ • ، ‫و‬ ‫تانازخ‬ ، ‫يزكرمالال‬ ‫عمج‬ ‫زكارم‬ ‫ةي‬ ‫قر‬ ‫ب‬ ‫ال‬ ‫ت‬ ‫ال‬ ‫ي‬ ‫و‬ ‫ح‬ ‫ت‬ ‫الو‬ Investing Cash on a Short Term Basis ‫ر‬ ‫ي‬ ‫ص‬ ‫ق‬ ‫ى‬ ‫د‬ ‫م‬ ‫س‬ ‫ا‬ ‫سأ‬ ‫ىل‬ ‫ع‬ ‫ة‬ ‫ي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫را‬ ‫م‬ ‫ثت‬ ‫سالا‬ • Treasury Bills • Negotiable Certificates of Deposit • Commercial Paper • Money Market Mutual Funds • ‫ةن‬ ‫ازخ‬ ‫ال‬ ‫نوذ‬ ‫أ‬ • ‫لو‬ ‫اد‬ ‫ت‬ ‫ل‬ ‫ل‬ ‫ة‬ ‫ل‬ ‫ب‬ ‫اقال‬ ‫عاد‬ ‫ي‬ ‫إلا‬ ‫ت‬ ‫ادا‬ ‫ه‬ ‫ش‬ • ‫ةي‬ ‫راجت‬ ‫ة‬ ‫ق‬ ‫رو‬ • ‫ال‬ ‫م‬ ‫ال‬ ‫ق‬ ‫و‬ ‫س‬ ‫ق‬ ‫ي‬ ‫دا‬ ‫ن‬ ‫ص‬ • Forecasting Cash Surpluses and Deficits ‫ز‬ ‫ج‬ ‫ع‬ ‫ال‬ ‫و‬ ‫ة‬ ‫ي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫ض‬ ‫ئ‬ ‫اوفال‬ ‫ؤب‬ ‫نت‬ ‫ال‬ • In planning financially timing of cash flows in and out must be known. • Forecast of the above is useful for short term planning • Cash Balance-The amount of cash an organization must have on hand at the end of the current period to ensure that it has enough cash to cover expected outflows during the next forecasting period. ‫نال‬‫ق‬‫يد‬‫ة‬ ‫ال‬ ‫ت‬ ‫د‬ ‫ف‬ ‫ق‬ ‫ا‬ ‫ت‬ ‫ت‬ ‫و‬ ‫ق‬ ‫ي‬ ‫ت‬ ‫يالم‬‫ا‬ ‫تال‬‫خ‬‫يط‬‫ط‬ ‫ف‬ ‫ي‬ • . ‫ا‬ ‫ف‬ ‫و‬ ‫ر‬ ‫عم‬ ‫نوك‬ ‫ي‬ ‫ن‬ ‫أ‬ ‫ب‬ ‫جي‬ ‫ج‬ ‫ر‬ ‫ا‬ ‫خو‬ ‫ل‬ ‫خاد‬ ‫ىل‬ ‫ع‬ ‫طي‬ ‫ط‬ ‫خت‬ ‫ل‬ ‫ل‬ ‫د‬ ‫ي‬ ‫فم‬ ‫و‬ ‫ه‬ ‫ق‬ ‫ب‬ ‫س‬ ‫ا‬ ‫م‬ ‫ت‬ ‫اع‬ ‫ق‬ ‫و‬ ‫ت‬ • ‫ر‬ ‫ي‬ ‫صقال‬ ‫ى‬ ‫دمال‬ ‫نوك‬ ‫ي‬ ‫ن‬ ‫أ‬ ‫ب‬ ‫جي‬ ‫المال‬ ‫ن‬ ‫م‬ ‫غل‬ ‫ب‬ ‫م‬ ‫ناز‬ ‫ي‬ ‫م‬ ‫دق‬ ‫ن‬ ‫ال‬ • ‫نامض‬ ‫ل‬ ‫ةي‬ ‫الحال‬ ‫ة‬ ‫ر‬ ‫ت‬ ‫فال‬ ‫ة‬ ‫ي‬ ‫اه‬ ‫ن‬ ‫ب‬ ‫د‬ ‫ي‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫س‬ ‫سؤم‬ ‫ت‬ ‫اقفدت‬ ‫ال‬ ‫ةي‬ ‫طغ‬ ‫ت‬ ‫ل‬ ‫د‬ ‫وقنال‬ ‫ن‬ ‫م‬ ‫يفك‬ ‫ي‬ ‫ا‬ ‫م‬ ‫اه‬ ‫ي‬ ‫د‬ ‫ل‬ ‫ن‬ ‫أ‬ . ‫ة‬ ‫مد‬ ‫ا‬ ‫قال‬ ‫ؤب‬ ‫نت‬ ‫ال‬ ‫ة‬ ‫ر‬ ‫ت‬ ‫ف‬ ‫ل‬ ‫ال‬ ‫خ‬ ‫ةعقو‬ ‫ت‬ ‫م‬ ‫ال‬ 3
  • 19.
    4 Ch5 Accounts Receivable Management‫ت‬ ‫اض‬ ‫وب‬ ‫ق‬ ‫م‬ ‫ال‬ ‫ةراد‬ ‫إ‬ ‫ت‬ ‫ا‬ ‫ب‬ ‫اسح‬ • Most is paid by a third party payer making up about 75% of a health care providers current assets • Providers continuously face the problem of trying to control a largely external process in order to ensure the timely payment of accounts. • Timely and accurate billing is essential and an internal process • Aging schedule • Receivables as a percentage of revenue is a means to judge the management’s success in collecting revenues ‫نولك‬ ‫ش‬ ‫ي‬ ‫ث‬ ‫الث‬ ‫ف‬ ‫ر‬ ‫ط‬ ‫ع‬ ‫ف‬ ‫ا‬ ‫د‬ ‫ن‬ ‫م‬ ‫رث‬ ‫ك‬ ‫أ‬ ‫ع‬ ‫ف‬ ‫د‬ ‫ي‬ • ‫ةي‬ ‫حص‬ ‫ال‬ ‫ةي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫يمدق‬ ‫م‬ ‫ن‬ ‫م‬ ٪ 57 ‫يالوح‬ ‫ة‬ ‫ل‬ ‫وادت‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫دو‬ ‫ج‬ ‫ومال‬ ‫ة‬ ‫ل‬ ‫وا‬ ‫حم‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫ل‬ ‫ك‬ ‫شم‬ ‫ر‬ ‫ار‬ ‫م‬ ‫ت‬ ‫ساب‬ ‫ه‬ ‫ج‬ ‫او‬ ‫ت‬ ‫يمدق‬ ‫م‬ • ‫ر‬ ‫يب‬ ‫ك‬ ‫د‬ ‫ح‬ ‫ى‬ ‫إل‬ ‫ة‬ ‫ي‬ ‫جراخ‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫م‬ ‫ع‬ ‫ىل‬ ‫ع‬ ‫ة‬ ‫رط‬ ‫ي‬ ‫سلل‬ ‫بسا‬ ‫ن‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ق‬ ‫و‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ع‬ ‫ف‬ ‫د‬ ‫ال‬ ‫نام‬ ‫ض‬ ‫ل‬ ‫جأ‬ ‫ن‬ ‫م‬ .‫لل‬‫ح‬‫اس‬‫ب‬‫ا‬‫ت‬ ‫ة‬ ‫ق‬ ‫ي‬ ‫ق‬ ‫د‬ ‫و‬ ‫ب‬ ‫سا‬ ‫نمال‬ ‫ت‬ ‫ق‬ ‫و‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ر‬ ‫يت‬ ‫اوفال‬ • ‫ة‬ ‫ي‬ ‫لخا‬ ‫د‬ ‫ةي‬ ‫ل‬ ‫مع‬ ‫و‬ ‫ةي‬ ‫رورض‬ ‫ةخ‬ ‫و‬ ‫خي‬ ‫شال‬ ‫ي‬ ‫ن‬ ‫مز‬ ‫ال‬ ‫ل‬ ‫و‬ ‫دجال‬ • ‫تادار‬ ‫ي‬ ‫إلا‬ ‫ن‬ ‫م‬ ‫ة‬ ‫ي‬ ‫وئ‬ ‫م‬ ‫ةب‬ ‫س‬ ‫ن‬ ‫ك‬ ‫ة‬ ‫ني‬ ‫دمال‬ ‫م‬ ‫مذال‬ • ‫ي‬ ‫ف‬ ‫ةرادإل‬ ‫ا‬ ‫حاجن‬ ‫ىل‬ ‫ع‬ ‫م‬ ‫ك‬ ‫ح‬ ‫ل‬ ‫ل‬ ‫ة‬ ‫ل‬ ‫ي‬ ‫سو‬ ‫وه‬ ‫ت‬ ‫ا‬ ‫دار‬ ‫ي‬ ‫إلا‬ ‫ل‬ ‫ي‬ ‫ص‬ ‫حت‬ Fraud and Abuse ‫م‬ ‫ادختسا‬ ‫ةءاس‬ ‫إ‬ ‫و‬ ‫ال‬ ‫يت‬ ‫حالا‬ • Comply with laws and regulations related to patient billing, cost reporting , physician transactions and occupational health and safety to ensure fraud and abuse are eradicated. • HHS, CMS and OIG have programs and approaches to help minimize fraud and abuse as well as structure for compliance programs ‫ر‬ ‫يتاوفال‬ ‫ة‬ ‫لص‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ذ‬ ‫حئ‬ ‫ا‬ ‫ولال‬ ‫و‬ ‫ن‬ ‫ين‬ ‫ا‬ ‫و‬ ‫قلل‬ ‫ال‬ ‫ث‬ ‫ت‬ ‫مالا‬ • ‫تالما‬ ‫ع‬ ‫مال‬ ‫و‬ ، ‫ة‬ ‫ف‬ ‫لكت‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫ر‬ ‫اقت‬ ‫ال‬ ‫م‬ ‫ي‬ ‫دقت‬ ‫و‬ ، ‫ض‬ ‫ي‬ ‫رمال‬ ‫ن‬ ‫ا‬ ‫م‬ ‫ض‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫ن‬ ‫همال‬ ‫ةمالس‬ ‫ال‬ ‫و‬ ‫ة‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫و‬ ‫بي‬ ‫ب‬ ‫ط‬ ‫ال‬ . ‫ة‬ ‫ل‬ ‫م‬ ‫ا‬ ‫عمال‬ ‫ء‬ ‫وس‬ ‫و‬ ‫ال‬ ‫يت‬ ‫حال‬ ‫ا‬ ‫ىل‬ ‫ع‬ ‫ء‬ ‫اضقال‬ ‫ة‬ ‫ي‬ ‫في‬ ‫ظ‬ ‫وال‬ ‫و‬ ، ‫ة‬ ‫ي‬ ‫نا‬ ‫س‬ ‫ن‬ ‫إلا‬ ‫تامدخ‬ ‫ال‬ ‫و‬ ‫ةح‬ ‫ص‬ ‫ال‬ • ‫ج‬ ‫ه‬ ‫ان‬ ‫مو‬ ‫جم‬ ‫ار‬ ‫ب‬ ‫ا‬ ‫ه‬ ‫يد‬ ‫ل‬ ‫م‬ ‫ا‬ ‫عال‬ ‫ش‬ ‫تف‬ ‫م‬ ‫ال‬ ‫بت‬ ‫كمو‬ ‫كلذك‬ ‫و‬ ‫ء‬ ‫اد‬ ‫ت‬ ‫عال‬ ‫ا‬ ‫و‬ ‫ال‬ ‫ي‬ ‫ت‬ ‫حالا‬ ‫ل‬ ‫ي‬ ‫ل‬ ‫قت‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫د‬ ‫ع‬ ‫اسملل‬ ‫ال‬ ‫ث‬ ‫ت‬ ‫مالا‬ ‫جماربل‬ ‫لكيه‬ • Summary • Working capital is needed because it turns the capacity of a health care organization into services and revenues. • All health care organizations must have sufficient working capital available to meet everyday needs. • Working capital management strategies must chosen and utilized to meet the financial needs of the health care organization. ‫هن‬ ‫أل‬ ‫ل‬ ‫م‬ ‫اعال‬ ‫ال‬ ‫م‬ ‫ال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫ى‬ ‫إل‬ ‫ة‬ ‫ج‬ ‫ا‬ ‫ح‬ ‫كا‬ ‫ن‬ ‫ه‬ • ‫ي‬ ‫ف‬ ‫ة‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫ةي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ة‬ ‫مظنم‬ ‫ة‬ ‫ردق‬ ‫ل‬ ‫و‬ ‫ح‬ ‫ت‬ ‫ي‬ . ‫ت‬ ‫ا‬ ‫دار‬ ‫ي‬ ‫إلاو‬ ‫ت‬ ‫امدخال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ت‬ ‫ا‬ ‫سس‬ ‫ؤ‬ ‫م‬ ‫ع‬ ‫ي‬ ‫م‬ ‫ج‬ ‫ىل‬ ‫ع‬ ‫ب‬ ‫جي‬ • ‫ةحات‬ ‫م‬ ‫ال‬ ‫ا‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫ك‬ ‫ل‬ ‫م‬ ‫ا‬ ‫ع‬ ‫ال‬ ‫ال‬ ‫م‬ ‫ال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫ةي‬ ‫حصال‬ . ‫ة‬ ‫ي‬ ‫مو‬ ‫ي‬ ‫ال‬ ‫ت‬ ‫اجاي‬ ‫ت‬ ‫حالا‬ ‫ة‬ ‫يب‬ ‫ل‬ ‫ت‬ ‫ل‬ ‫ال‬ ‫مال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫ةراد‬ ‫إ‬ ‫ت‬ ‫ا‬ ‫ي‬ ‫جي‬ ‫ت‬ ‫ار‬ ‫ت‬ ‫سا‬ ‫ن‬ ‫أ‬ ‫ب‬ ‫جي‬ • ‫ت‬ ‫اجاي‬ ‫ت‬ ‫حال‬ ‫ا‬ ‫ة‬ ‫يب‬ ‫ل‬ ‫ت‬ ‫ل‬ ‫اه‬ ‫م‬ ‫ادختسا‬ ‫و‬ ‫را‬ ‫يت‬ ‫خا‬ ‫لم‬ ‫ا‬ ‫ع‬ ‫ال‬ . ‫ة‬ ‫ي‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫ةي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ة‬ ‫مظن‬ ‫م‬ ‫ل‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬
  • 20.
    1 Ch6 The True Valueof Money ‫د‬ ‫وقنل‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫ق‬ ‫ي‬ ‫قحال‬ ‫ةم‬ ‫ي‬ ‫قال‬ Learning Objectives • Explain why a dollar today is worth more than a dollar in the future. • Define the terms future value. • Calculate the future value of an amount and an annuity. ‫ن‬ ‫م‬ ‫رث‬ ‫ك‬ ‫أ‬ ‫قحت‬ ‫سي‬ ‫مو‬ ‫يال‬ ‫ر‬ ‫الو‬ ‫د‬ ‫ال‬ ‫اذا‬ ‫م‬ ‫ل‬ ‫ح‬ ‫رشا‬ • . ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫س‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫رالود‬ . ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ة‬ ‫مي‬ ‫قال‬ ‫ط‬ ‫و‬ ‫ر‬ ‫ش‬ ‫د‬ ‫ي‬ ‫دح‬ ‫ت‬ • . ‫ش‬ ‫اع‬ ‫م‬ ‫ال‬ ‫و‬ ‫ةي‬ ‫م‬ ‫ك‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ ‫ب‬ ‫ا‬ ‫سح‬ • The Time Value of Money ‫د‬ ‫وقنل‬ ‫ل‬ ‫ة‬ ‫ين‬ ‫مز‬ ‫ال‬ ‫ةم‬ ‫ي‬ ‫قال‬ • Consume Today or Tomorrow? -TVM is based on the belief that people prefer to consume goods today rather than wait to consume the same goods tomorrow. -An apple we can have today is more valuable to us than an apple we can have in one year. -Money has a time value because buying an apple today is more important than buying an apple in one year. - A dollar someone has today can be spent for consumption or loaned to earn interest -A dollar loaned earns interest that increases wealth and the ability to consume -The rate of interest determines the trade-off between consumption today and saving (investing) Time value of money : the concept that a dollar received today is worth more than a dollar received in the future. ‫د‬ ‫نت‬ ‫سي‬ -TVM ‫س‬ ‫ا‬ ‫ن‬ ‫ال‬ ‫ن‬ ‫أ‬ ‫ب‬ ‫د‬ ‫اقت‬ ‫عالا‬ ‫ىلع‬ ‫ر‬ ‫اظتن‬ ‫ال‬ ‫ا‬ ‫نم‬ ‫الدب‬ ‫موي‬ ‫ال‬ ‫ع‬ ‫ل‬ ‫س‬ ‫كال‬ ‫ه‬ ‫ت‬ ‫س‬ ‫ا‬ ‫ن‬ ‫ولض‬ ‫في‬ . ‫ا‬ ‫د‬ ‫غ‬ ‫ع‬ ‫ل‬ ‫س‬ ‫ال‬ ‫س‬ ‫ف‬ ‫ن‬ ‫كلهت‬ ‫س‬ ‫ت‬ ‫ىإل‬ ‫ةميق‬ ‫ر‬ ‫ث‬ ‫ك‬ ‫أ‬ ‫و‬ ‫ه‬ ‫موي‬ ‫ال‬ ‫ن‬ ‫و‬ ‫كي‬ ‫نأ‬ ‫نكمي‬ ‫انن‬ ‫إ‬ ‫ف‬ ‫ةحافت‬- ‫ي‬ ‫ف‬ ‫ن‬ ‫و‬ ‫كي‬ ‫نأ‬ ‫نكمي‬ ‫ان‬ ‫ن‬ ‫إ‬ ‫ف‬ ‫ة‬ ‫ح‬ ‫اف‬ ‫ت‬ ‫نم‬ ‫ان‬ ‫ل‬ ‫ة‬ ‫ب‬ ‫س‬ ‫ن‬ ‫الب‬ . ‫ةدحاو‬ ‫نس‬‫ة‬ ‫وه‬ ‫يال‬‫و‬‫م‬ ‫ال‬ ‫ت‬ ‫ف‬ ‫ا‬ ‫ح‬ ‫ارشل‬‫ء‬ ‫تقوال‬ ‫يق‬‫م‬‫ة‬ ‫هل‬ ‫المال‬ - . ‫ة‬ ‫دح‬ ‫ا‬ ‫و‬ ‫ة‬ ‫ن‬ ‫س‬ ‫ي‬ ‫ف‬ ‫ح‬ ‫افت‬ ‫ال‬ ‫ءار‬ ‫ش‬ ‫نم‬ ‫ة‬ ‫ي‬ ‫م‬ ‫ه‬ ‫أ‬ ‫ر‬ ‫ث‬ ‫كأ‬ ‫رالودال‬ ‫صخ‬ ‫ش‬ ‫ق‬ ‫فني‬ ‫نأ‬ ‫نكمي‬ ‫موي‬ ‫ال‬ ‫و‬ - ‫ة‬ ‫د‬ ‫ئافال‬ ‫ب‬ ‫س‬ ‫كل‬ ‫ة‬ ‫ر‬ ‫ا‬ ‫عإ‬ ‫و‬ ‫أ‬ ‫كال‬ ‫ه‬ ‫ت‬ ‫سالل‬ ‫ي‬ ‫ز‬ ‫ي‬ ‫د‬ ‫ال‬ ‫ت‬ ‫ي‬ ‫فال‬‫ا‬‫ئ‬‫د‬‫ة‬ ‫ي‬ ‫ك‬ ‫س‬ ‫ب‬ ‫نيراعمال‬ ‫رالودال‬ - ‫ك‬ ‫ل‬ ‫ه‬ ‫ت‬ ‫ست‬ ‫ىل‬ ‫ع‬ ‫ة‬ ‫ر‬ ‫دقال‬ ‫و‬ ‫ة‬ ‫و‬ ‫ر‬ ‫ث‬ ‫ال‬ ‫كال‬ ‫ه‬ ‫ت‬ ‫س‬ ‫الا‬ ‫ن‬ ‫ي‬ ‫ب‬ ‫ة‬ ‫ل‬ ‫ض‬ ‫اف‬ ‫مال‬ ‫ددح‬ ‫ي‬ ‫ة‬ ‫دئافال‬ ‫رعس‬ - ) ‫ر‬ ‫ا‬ ‫م‬ ‫ثت‬ ‫سال‬ ‫ا‬ ( ‫ذا‬ ‫ق‬ ‫ن‬ ‫إ‬ ‫و‬ ‫موي‬ ‫ال‬ ‫رال‬ ‫و‬ ‫د‬ ‫ال‬ ‫ن‬ ‫أ‬ ‫م‬ ‫وهف‬ ‫م‬ : ‫د‬ ‫وقنل‬ ‫ل‬ ‫ة‬ ‫ين‬ ‫مز‬ ‫ال‬ ‫ةم‬ ‫ي‬ ‫قال‬ ‫رال‬ ‫و‬ ‫د‬ ‫ن‬ ‫م‬ ‫رث‬ ‫ك‬ ‫أ‬ ‫اه‬ ‫ت‬ ‫م‬ ‫ي‬ ‫ق‬ ‫غ‬ ‫ل‬ ‫ب‬ ‫ت‬ ‫مو‬ ‫يال‬ ‫ىق‬ ‫لت‬ . ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ي‬ ‫ف‬ ‫ت‬ ‫درو‬ • Future Value versus Present Value -Cash-flows are evaluated based on future value or present value. -Future value measures what cash-flows are worth after a certain amount of time has passed. -Present value measures what future cash-flows are worth before a certain amount of time has passed ‫ة‬ ‫ي‬ ‫ال‬ ‫ح‬ ‫ال‬ ‫ةم‬ ‫ي‬ ‫قال‬ ‫لب‬ ‫اق‬ ‫م‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ • ‫ةم‬ ‫ي‬ ‫قال‬ ‫ساس‬ ‫أ‬ ‫ىل‬ ‫ع‬ ‫ة‬ ‫ي‬ ‫دقنال‬ ‫تاقف‬ ‫د‬ ‫ت‬ ‫ال‬ ‫م‬ ‫يي‬ ‫ق‬ ‫ت‬ ‫م‬ ‫ت‬ ‫ي‬ .- ‫ة‬ ‫ي‬ ‫ال‬ ‫حال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ ‫و‬ ‫أ‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫قتسمال‬ ‫ة‬ ‫يدقنال‬ ‫تاقف‬ ‫د‬ ‫ت‬ ‫ال‬ ‫ا‬ ‫م‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫قت‬ ‫سمال‬ ‫ةميقال‬ ‫س‬ ‫ي‬ ‫ياق‬ ‫م‬ - . ‫نمزال‬ ‫نم‬ ‫ة‬ ‫ني‬ ‫عم‬ ‫ة‬ ‫ر‬ ‫ت‬ ‫ف‬ ‫ر‬ ‫و‬ ‫ر‬ ‫م‬ ‫د‬ ‫عب‬ ‫ق‬ ‫ح‬ ‫ت‬ ‫ست‬ ‫يتال‬ ‫تاقف‬ ‫د‬ ‫ت‬ ‫ال‬ ‫ق‬ ‫حت‬ ‫س‬ ‫ت‬ ‫ا‬ ‫م‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫حال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ ‫ر‬ ‫ي‬ ‫ب‬ ‫اد‬ ‫ت‬ ‫ال‬ - ‫د‬ ‫ق‬ ‫ت‬ ‫ق‬ ‫و‬ ‫ال‬ ‫نم‬ ‫ان‬ ‫ي‬ ‫عم‬ ‫ا‬ ‫ر‬ ‫د‬ ‫ق‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫قت‬ ‫س‬ ‫مال‬ ‫ة‬ ‫يدقنال‬ ‫رم‬ • Future Value versus Present Value: -Compounding is the process of increasing cash-flows to a future value. Discounting is the process of reducing future cash- flows to a present value. : ‫ة‬ ‫ي‬ ‫الحال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ ‫ل‬ ‫ب‬ ‫اق‬ ‫م‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ ‫ت‬ ‫اق‬ ‫ف‬ ‫د‬ ‫ت‬ ‫ال‬ ‫ةدا‬ ‫ي‬ ‫ز‬ ‫ةي‬ ‫ل‬ ‫م‬ ‫ع‬ ‫و‬ ‫ه‬ ‫ف‬ ‫عاض‬ ‫ي‬ ‫ام‬ ‫مو‬ . ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ة‬ ‫مي‬ ‫قال‬ ‫ىإل‬ ‫ة‬ ‫ي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫ت‬ ‫اقفدتال‬ ‫ن‬ ‫م‬ ‫د‬ ‫حلل‬ ‫ةي‬ ‫ل‬ ‫م‬ ‫ع‬ ‫و‬ ‫ه‬ ‫مصخ‬ . ‫ة‬ ‫ي‬ ‫الحال‬ ‫ةم‬ ‫ي‬ ‫قلل‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ Future Value ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ What a dollar invested today will be worth in the future depends on: • Length of the investment period • Method to calculate interest • Interest rate • 2 types of methods to calculate interest: • Simple method-calculated only on the original principal each year. • Compound interest-calculated on both the original principal and on any accumulated interest earned up to that point. • Future value implies the compound method. • Interest rate: • Simple interest: is paid on the original principal each year. • Compound interest: consist of both simple ‫ن‬ ‫م‬ ‫ن‬ ‫و‬ ‫كي‬ ‫ف‬ ‫و‬ ‫س‬ ‫م‬ ‫ويال‬ ‫رم‬ ‫ثت‬ ‫سي‬ ‫رال‬ ‫و‬ ‫د‬ ‫ا‬ ‫م‬ • : ‫ىل‬ ‫ع‬ ‫دم‬ ‫ت‬ ‫عي‬ ‫لب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ي‬ ‫ف‬ ‫د‬ ‫ي‬ ‫ف‬ ‫م‬ ‫ال‬ ‫را‬ ‫م‬ ‫ثت‬ ‫سالا‬ ‫ة‬ ‫ر‬ ‫ت‬ ‫ف‬ ‫ل‬ ‫و‬ ‫ط‬ • ‫ة‬ ‫د‬ ‫ئ‬ ‫افال‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫ة‬ ‫ق‬ ‫ي‬ ‫رط‬ • ‫ة‬ ‫د‬ ‫ئ‬ ‫افال‬ ‫رعس‬ • : ‫ةدئافال‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫ل‬ ‫بي‬ ‫الس‬ ‫أ‬ ‫ن‬ ‫م‬ ‫عاو‬ ‫ن‬ ‫أ‬ 2 • ‫أد‬ ‫ب‬ ‫م‬ ‫ىل‬ ‫ع‬ ‫ط‬ ‫قف‬ ‫ط‬ ‫ي‬ ‫سب‬ ‫ب‬ ‫ا‬ ‫س‬ ‫ت‬ ‫حا‬ ‫ة‬ ‫ق‬ ‫ي‬ ‫رط‬ • . ‫ة‬ ‫ن‬ ‫س‬ ‫لك‬ ‫يلصألا‬ ‫ن‬ ‫م‬ ‫ل‬ ‫ك‬ ‫ى‬ ‫لع‬ ‫ة‬ ‫ب‬ ‫كر‬ ‫م‬ ‫ال‬ ‫ة‬ ‫د‬ ‫ئ‬ ‫افال‬ ‫ة‬ ‫ب‬ ‫و‬ ‫سحم‬ • ‫ةم‬ ‫ك‬ ‫ار‬ ‫ت‬ ‫م‬ ‫ال‬ ‫د‬ ‫ئ‬ ‫او‬ ‫ف‬ ‫ال‬ ‫يأ‬ ‫ى‬ ‫ل‬ ‫ع‬ ‫و‬ ‫يلصأل‬ ‫ا‬ ‫لكوم‬ ‫ال‬ . ‫ت‬ ‫ق‬ ‫و‬ ‫ال‬ ‫ك‬ ‫ل‬ ‫ذ‬ ‫ى‬ ‫ت‬ ‫ح‬ ‫ة‬ ‫ب‬ ‫س‬ ‫ت‬ ‫ك‬ ‫م‬ ‫ال‬ ‫ع‬ ‫م‬ ‫جمال‬ ‫ة‬ ‫ق‬ ‫ي‬ ‫رط‬ ‫ي‬ ‫ن‬ ‫عت‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ : ‫ة‬ ‫د‬ ‫ئ‬ ‫افال‬ ‫رعس‬ • ‫ل‬ ‫ك‬ ‫يل‬ ‫ص‬ ‫أل‬ ‫ا‬ ‫أد‬ ‫ب‬ ‫م‬ ‫ىل‬ ‫ع‬ ‫ع‬ ‫ف‬ ‫د‬ ‫ت‬ : ‫ةطي‬ ‫سب‬ ‫ةدئا‬ ‫ف‬ • .‫ةنس‬
  • 21.
    Ch6 Future Value andCompounding ‫ف‬ ‫ع‬ ‫اض‬ ‫ي‬ ‫امم‬ ‫و‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ • Future Value Equation: Future value= present value x future value factor • The general equation to find a future value: FV  PV x (1  i)n n where:  FVn = future value of investment at end of period n  PV = original principle (P0) or present value  i = the rate of interest per period  n = the number of periods, often in years  The term (1+ i)n is the future value factor (FVF) : ‫ة‬ ‫لدا‬ ‫عمال‬ ‫ةميقال‬ ‫لب‬ ‫قتسم‬ • ‫ر‬ ‫وتكا‬ ‫ف‬ ‫سك‬ ‫إ‬ ‫ة‬ ‫ي‬ ‫الح‬ ‫ال‬ ‫ةميقال‬ = ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫قتسمال‬ ‫ةميقال‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫قتسمال‬ ‫ةميقال‬ : ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ةميقال‬ ‫داجيإل‬ ‫ةماعال‬ ‫ة‬ ‫لدا‬ ‫عمال‬ • :‫نيأ‬ •FVn ‫ةياهن‬ ‫ف‬ ‫ي‬ ‫تسالل‬‫ث‬‫م‬‫ا‬‫ر‬ ‫ال‬ ‫م‬ ‫س‬ ‫ت‬ ‫ق‬ ‫ب‬ ‫ل‬ ‫ي‬ ‫ة‬ ‫يقال‬‫م‬‫ة‬ = ‫ن‬ ‫ة‬ ‫ر‬ ‫ت‬ ‫فال‬ •PV( ‫ا‬‫أل‬‫لص‬‫ي‬ ‫أدبمال‬ = P0 ‫ةيالحال‬ ‫يقال‬‫م‬‫ة‬ ‫وأ‬ ) ‫ة‬ ‫ر‬ ‫ت‬ ‫ف‬ ‫لك‬ ‫ل‬ ‫ة‬ ‫دئ‬ ‫ا‬ ‫فال‬ ‫لد‬ ‫عم‬ = ‫•ط‬ ‫ي‬ ‫ف‬ ‫نا‬ ‫ي‬ ‫حألا‬ ‫نم‬ ‫ر‬ ‫يث‬ ‫ك‬ ‫ي‬ ‫ف‬ ، ‫ت‬ ‫ا‬ ‫ر‬ ‫ت‬ ‫فال‬ ‫دد‬ ‫ع‬ = ‫•ن‬ ‫نسال‬‫و‬‫ا‬‫ت‬ ‫ةمي‬ ‫ق‬ ‫ال‬ ‫لما‬ ‫ع‬ ‫و‬ ‫ه‬ ‫ن‬ ) ‫ط‬+1( ‫حل‬ ‫ط‬ ‫ص‬ ‫م‬ • ( ‫تسمال‬‫ق‬‫ب‬‫ل‬‫ي‬‫ة‬FVF) • Compounding More Than Once a Year • The more frequently interest is compounded, the larger the future value of $1 at the end of a given time period. • If compounding occurs m times within a period, the future value equation becomes: FV PV x (1 i m)mn n • Where i= annual interest rate, m= number of times per year that compounding occurs (e.g.: m= 4 for quarterly, m= 12 for monthly) And n = numbers of years. ‫ةن‬ ‫سال‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫دحا‬ ‫و‬ ‫ةر‬ ‫م‬ ‫ن‬ ‫م‬ ‫رث‬ ‫ك‬ ‫أ‬ ‫د‬ ‫ي‬ ‫زي‬ ‫ام‬ ‫مو‬ • ، ‫نايحألا‬ ‫نم‬ ‫ك‬ ‫ث‬ ‫ي‬ ‫ر‬ ‫ف‬ ‫ي‬ ‫أ‬‫ك‬‫ث‬‫ر‬ ‫فال‬‫ا‬‫ئ‬ ‫د‬‫ة‬ ‫و‬ ‫ت‬ ‫ت‬ ‫ف‬ ‫ا‬ ‫ق‬ ‫م‬ • ‫ة‬ ‫ي‬ ‫اه‬ ‫ن‬ ‫ي‬ ‫ف‬ $ 1 ‫ن‬ ‫م‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫م‬ ‫ي‬ ‫ق‬ ‫ر‬ ‫ب‬ ‫ك‬ ‫أ‬ ‫و‬ . ‫ةني‬ ‫عم‬ ‫ة‬ ‫ين‬ ‫م‬ ‫ز‬ ‫ةرتف‬ ‫نو‬ ‫ضغ‬ ‫ي‬ ‫ف‬ ‫ر‬ ‫ت‬ ‫م‬ ‫ت‬ ‫ارم‬ ‫ف‬ ‫عاض‬ ‫ي‬ ‫ث‬ ‫د‬ ‫ح‬ ‫اذإ‬ • : ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫س‬ ‫م‬ ‫ال‬ ‫ةم‬ ‫ي‬ ‫قال‬ ‫ة‬ ‫لدا‬ ‫ع‬ ‫م‬ ‫ال‬ ‫ح‬ ‫ب‬ ‫ص‬ ‫ت‬ ، ‫ةرت‬ ‫ف‬ ‫=ددع‬ ‫م‬ ، ‫يونسال‬ ‫فال‬‫ا‬‫ئ‬ ‫د‬‫ة‬ ‫لدعم‬ = ‫ط‬ ‫أ‬‫ي‬‫ن‬ • ‫ل‬ ‫يب‬ ‫س‬ ‫ى‬ ‫ل‬ ‫ع‬ ( ‫ث‬ ‫د‬ ‫حي‬ ‫ف‬ ‫ع‬ ‫اض‬ ‫ي‬ ‫ن‬ ‫أ‬ ‫ا‬ ‫ي‬ ‫ون‬ ‫س‬ ‫تارم‬ 12 = ‫م‬ ، ‫رهشأ‬ ‫ة‬ ‫ث‬ ‫ال‬ ‫ث‬ ‫ل‬ 4 = ‫م‬: ‫ال‬ ‫ث‬ ‫م‬ ‫ال‬ . ‫ت‬ ‫ا‬ ‫ونسال‬ ‫دد‬ ‫ع‬ = ‫ن‬ ‫و‬ )‫يرهشل‬ Present Value and Discounting ‫م‬ ‫ص‬ ‫خو‬ ‫ةي‬ ‫الحال‬ ‫ةم‬ ‫ي‬ ‫قال‬ • Present Value Equation • Present value = future value x present value factor • General equation to find present value • This is discounting and the interest rate i is called the discount rate. • Present value (PV) is often referred to as the discounted value of future cash- flows. PV  F V   1  n  n  (1  i)  ‫ةي‬ ‫الح‬ ‫ال‬ ‫ة‬ ‫ل‬ ‫داع‬ ‫م‬ ‫ال‬ ‫ةم‬ ‫ي‬ ‫قال‬ • ‫س‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ة‬ ‫مي‬ ‫قال‬ = ‫ة‬ ‫ي‬ ‫الح‬ ‫ال‬ ‫ةم‬ ‫ي‬ ‫قال‬ • ‫ةي‬ ‫الح‬ ‫ال‬ ‫ةم‬ ‫ي‬ ‫قال‬ ‫لم‬ ‫ا‬ ‫ع‬ ‫يالحال‬‫ة‬ ‫يقال‬‫م‬‫ة‬ ‫داجيإل‬ ‫ةماعال‬ ‫ةلداعمال‬ • ‫ىل‬ ‫ع‬ ‫ةدئ‬ ‫ا‬ ‫فال‬ ‫ر‬ ‫ع‬ ‫س‬ ‫ط‬ ‫ى‬ ‫مس‬ ‫ي‬ ‫و‬ ‫م‬ ‫ص‬ ‫خ‬ ‫و‬ ‫ه‬ ‫اذه‬ • . ‫مص‬ ‫خ‬ ‫ال‬ ‫(رعس‬ ‫يالحال‬‫ة‬ ‫يقال‬‫م‬‫ة‬ •PV ‫يإل‬‫ه‬‫ا‬ ‫اشي‬‫ر‬ ‫ام‬ ‫بالغ‬‫ا‬ ) ‫ت‬ ‫اق‬ ‫فد‬ ‫ت‬ ‫ال‬ ‫ن‬ ‫م‬ ‫ة‬ ‫م‬ ‫و‬ ‫ص‬ ‫خ‬ ‫م‬ ‫ال‬ ‫ةم‬ ‫ي‬ ‫قال‬ ‫اه‬ ‫ن‬ ‫أ‬ ‫ىلع‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ة‬ ‫ي‬ ‫دق‬ ‫ن‬ ‫ال‬ Future and Present Values of Annuities ‫ت‬ ‫ا‬ ‫شاع‬ ‫م‬ ‫لال‬ ‫ل‬ ‫ةي‬ ‫الحالو‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫م‬ ‫ي‬ ‫قال‬ -The earlier discussion of present and future values show how a single amount invested today grow over time and how a single amount to be received in the future is discounted to today dollars. But some times instead of a single amount, there is a series of payments called an annuity. • Annuity- A series of equal payment made or received at regular time intervals. • Ordinary Annuity- A series of equal annuity payments made or received at the end of each period. • Annuity Due- Cash flows occur at the beginning of a period. ‫و‬ ‫ال‬ ‫م‬ ‫س‬ ‫ت‬ ‫ق‬ ‫ب‬ ‫ل‬ ‫ي‬ ‫ة‬ ‫يالحال‬‫ة‬ ‫ال‬ ‫ق‬ ‫ي‬ ‫م‬ ‫نم‬ ‫اسال‬ ‫ب‬‫ق‬‫ة‬ ‫نمال‬‫ا‬‫ق‬‫ةش‬ ‫ع‬ ‫م‬ ‫و‬ ‫م‬ ‫ن‬ ‫ت‬ ‫موي‬ ‫ال‬ ‫تر‬ ‫م‬ ‫ثت‬ ‫س‬ ‫ا‬ ‫دح‬ ‫ا‬ ‫و‬ ‫غ‬ ‫ل‬ ‫ب‬ ‫م‬ ‫ف‬ ‫ي‬ ‫ك‬ ‫ن‬ ‫يب‬ ‫ت‬ ‫لص‬ ‫ت‬ ‫نأ‬ ‫ى‬ ‫ل‬ ‫ع‬ ‫دحا‬ ‫و‬ ‫غ‬ ‫ل‬ ‫ب‬ ‫م‬ ‫ف‬ ‫ي‬ ‫ك‬ ‫و‬ ، ‫ت‬ ‫ق‬ ‫وال‬ ‫ر‬ ‫و‬ ‫ر‬ ‫م‬ ‫نكل‬ . ‫مو‬ ‫يال‬ ‫ت‬ ‫ا‬ ‫رالود‬ ‫ىإل‬ ‫م‬ ‫ص‬ ‫خ‬ ‫م‬ ‫ت‬ ‫ي‬ ‫لب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫يف‬ ‫كان‬ ‫ه‬ ‫و‬ ، ‫د‬ ‫حاو‬ ‫غ‬ ‫ل‬ ‫ب‬ ‫م‬ ‫نم‬ ‫الدب‬ ‫ن‬ ‫ا‬ ‫ي‬ ‫حألا‬ ‫ضع‬ ‫ب‬ ‫يف‬ . ‫يون‬ ‫س‬ ‫ا‬ ‫عد‬ ‫ت‬ ‫ا‬ ‫عفد‬ ‫ال‬ ‫نم‬ ‫ة‬ ‫ل‬ ‫س‬ ‫ل‬ ‫س‬ ‫وأ‬ ‫اهؤارجإ‬ ‫ةاواسمال‬ ‫د‬ ‫ف‬ ‫ع‬ ‫نم‬ ‫س‬ ‫ل‬ ‫س‬ ‫ل‬ ‫ة‬ - ‫•شاعمال‬ . ‫ةمظ‬ ‫ت‬ ‫ن‬ ‫م‬ ‫ة‬ ‫ي‬ ‫ن‬ ‫مز‬ ‫ت‬ ‫ارتف‬ ‫ىل‬ ‫ع‬ ‫اه‬ ‫مالتسا‬ ‫ت‬ ‫ا‬ ‫ع‬ ‫وفدمال‬ ‫نم‬ ‫ة‬ ‫ل‬ ‫س‬ ‫ل‬ ‫س‬ - ‫يدا‬ ‫عال‬ ‫شاع‬ ‫مال‬ • ‫ةياهن‬ ‫ف‬ ‫ي‬ ‫اهمالتسا‬ ‫وأ‬ ‫اهؤارجإ‬ ‫تم‬‫س‬‫ا‬‫و‬‫ي‬‫ة‬ ‫نسال‬‫و‬‫ي‬‫ة‬ . ‫ة‬ ‫ر‬ ‫ت‬ ‫ف‬ ‫لك‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫ي‬ ‫د‬ ‫ق‬ ‫ن‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫قفد‬ ‫ت‬ ‫ال‬ ‫ث‬ ‫د‬ ‫حت‬ - ‫ب‬ ‫ج‬ ‫اوال‬ ‫شاع‬ ‫مال‬ • . ‫ة‬ ‫ر‬ ‫ت‬ ‫فال‬ ‫ة‬ ‫ي‬ ‫ادب‬ 2
  • 22.
    3 Ch6 • Future valueof an annuity-What an equal series of payments will be worth at some future date. • Future Value Factor of an Annuity (FVFA)- A factor that when multiplied by a stream of equal payments equals the future value of that stream • Future Value of an Annuity Table- Table of factors that shows the future value of equal flows at the end of each period, given a particular interest rate. ‫ن‬ ‫م‬ ‫ا‬ ‫هل‬ ‫اي‬ ، ‫ش‬ ‫ا‬ ‫ع‬ ‫م‬ ‫لال‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ • ‫نوك‬ ‫ي‬ ‫ف‬ ‫و‬ ‫س‬ ‫ت‬ ‫ا‬ ‫ع‬ ‫وفدمال‬ ‫ن‬ ‫م‬ ‫ة‬ ‫ي‬ ‫وا‬ ‫س‬ ‫ت‬ ‫م‬ ‫ة‬ ‫لسلس‬ . ‫ق‬ ‫ح‬ ‫ال‬ ‫خ‬ ‫ي‬ ‫رات‬ ‫ض‬ ‫عب‬ ‫ي‬ ‫ف‬ ‫د‬ ‫ي‬ ‫ف‬ ‫م‬ ‫ال‬ ‫ن‬ ‫م‬ ‫ش‬ ‫اع‬ ‫م‬ ‫ال‬ ‫ن‬ ‫م‬ ‫ل‬ ‫م‬ ‫ا‬ ‫ع‬ ‫ة‬ ‫م‬ ‫ي‬ ‫ق‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سم‬ • (FVFA- ‫ل‬ ‫م‬ ‫ا‬ ‫ع‬ )A ‫ب‬ ‫ر‬ ‫ض‬ ‫امد‬ ‫ن‬ ‫ع‬ ‫هن‬ ‫أ‬ ‫ةم‬ ‫ي‬ ‫قال‬ ‫ي‬ ‫وا‬ ‫سي‬ ‫ةي‬ ‫وا‬ ‫س‬ ‫ت‬ ‫م‬ ‫ت‬ ‫اع‬ ‫فد‬ ‫ن‬ ‫م‬ ‫را‬ ‫ي‬ ‫ت‬ ‫قف‬ ‫دال‬ ‫اذ‬ ‫ه‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫لو‬ ‫د‬ ‫ج‬ - ‫ش‬ ‫ا‬ ‫ع‬ ‫م‬ ‫ال‬ ‫ل‬ ‫و‬ ‫دج‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ • ‫ت‬ ‫ا‬ ‫قفد‬ ‫ت‬ ‫لل‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫س‬ ‫مال‬ ‫ةم‬ ‫ي‬ ‫قال‬ ‫ن‬ ‫يب‬ ‫ت‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫لم‬ ‫اوعال‬ ‫رعسل‬ ‫ا‬ ‫رظن‬ ، ‫ةرت‬ ‫ف‬ ‫لك‬ ‫ة‬ ‫ي‬ ‫اه‬ ‫ن‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫ي‬ ‫وا‬ ‫س‬ ‫ت‬ ‫م‬ . ‫ن‬ ‫ي‬ ‫عم‬ ‫ةدئافال‬ More on Annuities • Present Value of an Annuity-What the series of payments in the future is worth today. • Present Value Factor of an Annuity (PVFA)- A factor that when multiplied by a stream of equal payments equals the present value of that stream. • Present Value of an Annuity Table- Table of factors that shows the value today of equal flows at the end of each future period, given a particular interest rate. ‫ة‬ ‫لسل‬ ‫س‬ ‫و‬ ‫ه‬ ‫ا‬ ‫م‬ - ‫ش‬ ‫اع‬ ‫م‬ ‫ال‬ ‫ن‬ ‫م‬ ‫ة‬ ‫ي‬ ‫الح‬ ‫ال‬ ‫ةم‬ ‫ي‬ ‫قال‬ • . ‫مو‬ ‫يال‬ ‫قحت‬ ‫سي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ي‬ ‫ف‬ ‫ت‬ ‫اع‬ ‫ف‬ ‫دال‬ ‫ن‬ ‫م‬ ‫ن‬ ‫م‬ ‫ل‬ ‫م‬ ‫ا‬ ‫ع‬ ‫ةم‬ ‫ي‬ ‫ق‬ ‫ر‬ ‫ض‬ ‫احال‬ ‫تق‬ ‫وال‬ ‫ي‬ ‫ف‬ • ( ‫ش‬ ‫اع‬ ‫م‬ ‫ال‬ PVFA ‫ي‬ ‫ت‬ ‫ال‬ ‫ل‬ ‫م‬ ‫اوعال‬ ‫ن‬ ‫مو‬ - ) ‫ة‬ ‫يو‬ ‫است‬ ‫م‬ ‫ت‬ ‫ا‬ ‫عف‬ ‫د‬ ‫ن‬ ‫م‬ ‫را‬ ‫ي‬ ‫ت‬ ‫ب‬ ‫رض‬ ‫امد‬ ‫ن‬ ‫ع‬ . ‫ق‬ ‫ف‬ ‫دال‬ ‫ا‬ ‫ذه‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫الحال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ ‫ي‬ ‫وا‬ ‫سي‬ ‫لودج‬- ‫شاعمال‬ ‫لودجل‬ ‫يالحال‬‫ة‬ ‫يقال‬‫م‬‫ة‬ • ‫ت‬ ‫اقفدتال‬ ‫ن‬ ‫م‬ ‫مو‬ ‫ي‬ ‫ال‬ ‫ةم‬ ‫ي‬ ‫ق‬ ‫ن‬ ‫ي‬ ‫ب‬ ‫ت‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫لم‬ ‫ا‬ ‫وعال‬ ‫ارظن‬ ، ‫ةل‬ ‫ب‬ ‫قم‬ ‫ةرت‬ ‫ف‬ ‫لك‬ ‫ة‬ ‫ي‬ ‫اه‬ ‫ن‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫ي‬ ‫وا‬ ‫س‬ ‫ت‬ ‫م‬ . ‫ن‬ ‫ي‬ ‫عم‬ ‫ةدئافال‬ ‫رعسل‬ Values of Perpetuities Perpetuities‫ميق‬ • Perpetuity- A stream of equal cash flows that goes on forever. • Preferred stock and some bonds are perpetuities. • Equation for the present value of a perpetuity can be derived from the present value of an annuity equation. • Amount of perpetuity equation: Amount of perpetuity= initial investment x interest rate ‫ة‬ ‫ي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫قفد‬ ‫تال‬ ‫ن‬ ‫م‬ ‫را‬ ‫ي‬ ‫ت‬ ‫كا‬ ‫ن‬ ‫ه‬ ‫و‬ - ‫ة‬ ‫ي‬ ‫د‬ ‫ب‬ ‫ألا‬ • . ‫د‬ ‫ب‬ ‫ألا‬ ‫ىإل‬ ‫بهذ‬ ‫ي‬ ‫ن‬ ‫أ‬ ‫ة‬ ‫ي‬ ‫وا‬ ‫س‬ ‫ت‬ ‫م‬ ‫تاد‬ ‫ن‬ ‫س‬ ‫ال‬ ‫ضع‬ ‫ب‬ ‫و‬ ‫م‬ ‫ه‬ ‫سألا‬ ‫ل‬ ‫ضف‬ ‫ي‬ • ‫و‬perpetuities. ‫د‬ ‫ب‬ ‫ألال‬ ‫ل‬ ‫ةي‬ ‫الحال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قلل‬ ‫ة‬ ‫ل‬ ‫داع‬ ‫م‬ ‫ق‬ ‫اق‬ ‫ت‬ ‫شا‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ • . ‫ش‬ ‫اع‬ ‫م‬ ‫ال‬ ‫ة‬ ‫لدا‬ ‫ع‬ ‫م‬ ‫ل‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫الحال‬ ‫ةم‬ ‫ي‬ ‫قال‬ ‫ن‬ ‫م‬ : ‫د‬ ‫ب‬ ‫ألا‬ ‫ة‬ ‫لدا‬ ‫ع‬ ‫م‬ ‫ة‬ ‫ي‬ ‫مك‬ • ‫را‬ ‫م‬ ‫ثت‬ ‫سا‬ ‫يلوأل‬ ‫ا‬ ‫ةدئافال‬ ‫ر‬ ‫ع‬ ‫س‬ = ‫د‬ ‫ب‬ ‫ألا‬ ‫ة‬ ‫ي‬ ‫مك‬ ‫س‬ Future and Present Value Calculations and Excel Functions for Special Situations ‫فئ‬ ‫ا‬ ‫ظو‬ ‫ت‬ ‫ا‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫ةي‬ ‫الحال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ ‫و‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫س‬ ‫مال‬ Excel ‫ةصاخ‬ ‫تالاحل‬ • The more frequent the compounding for any given interest level and time period, the higher the future value. • In the Excel RATE and NPER functions, the Payment box or loan payment box must be a negative value to represent cash outflows ‫ى‬ ‫وت‬ ‫سم‬ ‫ي‬ ‫أل‬ ‫ف‬ ‫ع‬ ‫اض‬ ‫ي‬ ‫ار‬ ‫ت‬ ‫او‬ ‫ت‬ ‫رث‬ ‫ك‬ ‫أو‬ • ‫عا‬ ‫ف‬ ‫ت‬ ‫را‬ ‫و‬ ، ‫ة‬ ‫ين‬ ‫مز‬ ‫ال‬ ‫ة‬ ‫ر‬ ‫ت‬ ‫فال‬ ‫و‬ ، ‫ة‬ ‫ني‬ ‫عم‬ ‫ة‬ ‫حلص‬ ‫م‬ . ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ ‫و‬ ‫لد‬ ‫عم‬ ‫لسك‬ ‫ا‬ ‫ف‬ ‫ئ‬ ‫ا‬ ‫ظ‬ ‫و‬ ‫يف‬ •NPER ‫نأ‬ ‫بج‬ ‫ي‬ ، ‫ة‬ ‫م‬ ‫ي‬ ‫ق‬ ‫ع‬ ‫ف‬ ‫د‬ ‫قو‬ ‫د‬ ‫ن‬ ‫ص‬ ‫ض‬ ‫رق‬ ‫و‬ ‫أ‬ ‫ع‬ ‫ف‬ ‫د‬ ‫ال‬ ‫ع‬ ‫ب‬ ‫رم‬ ‫ن‬ ‫و‬ ‫كي‬ ‫ة‬ ‫يدقن‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫قفد‬ ‫ت‬ ‫ال‬ ‫لي‬ ‫ث‬ ‫م‬ ‫ت‬ ‫ل‬ ‫ة‬ ‫ب‬ ‫الس‬ Summary • Future values determine the value of dollar payments in the future • Present value indicates the current value of future dollars • Formulas are used to calculate both future and present values • All calculations can be made using tables or spreadsheets ‫ت‬ ‫ا‬ ‫ع‬ ‫و‬ ‫ف‬ ‫دمال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫ق‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫س‬ ‫م‬ ‫ال‬ ‫م‬ ‫ي‬ ‫قال‬ • ‫ددحت‬ ‫لب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ي‬ ‫ف‬ ‫رالودالب‬ ‫يالحال‬‫ة‬ ‫يقال‬‫م‬‫ة‬ ‫ىإل‬ ‫ت‬ ‫ش‬ ‫ي‬ ‫ر‬ ‫يالحال‬‫ة‬ ‫يقال‬‫م‬‫ة‬ • ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫س‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫رالودلل‬ ‫م‬ ‫ي‬ ‫ق‬ ‫ال‬ ‫ن‬ ‫م‬ ‫ل‬ ‫ك‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫ل‬ ‫غ‬ ‫ي‬ ‫ص‬ ‫ال‬ • ‫مدخ‬ ‫ت‬ ‫س‬ ‫ت‬ ‫و‬ ‫ر‬ ‫ض‬ ‫ا‬ ‫حالو‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫مادخ‬ ‫ت‬ ‫س‬ ‫ا‬ ‫ب‬ ‫ا‬ ‫ه‬ ‫ؤ‬ ‫ا‬ ‫رجإ‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ ‫ت‬ ‫ا‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫ال‬ ‫ع‬ ‫ي‬ ‫مج‬ • ‫ت‬ ‫ا‬ ‫ن‬ ‫ا‬ ‫يب‬ ‫ال‬ ‫ل‬ ‫وا‬ ‫د‬ ‫ج‬ ‫و‬ ‫أ‬ ‫ل‬ ‫و‬ ‫ادجال‬
  • 23.
    CH7 The Investment Decision‫را‬ ‫م‬ ‫ثت‬ ‫سالا‬ ‫رارق‬ Learning Objectives • Explain the financial objectives of health care providers • Evaluate various capital investment alternatives • Calculate and interpret net present value (NPV) • Calculate and interpret the internal rate of return (IRR) ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫يمدق‬ ‫م‬ ‫ن‬ ‫م‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫مال‬ ‫ف‬ ‫ا‬ ‫ده‬ ‫ألا‬ ‫ح‬ ‫رش‬ • ‫يحصال‬‫ة‬ ‫ال‬ ‫م‬ ‫ال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫را‬ ‫م‬ ‫ثت‬ ‫سا‬ ‫ةفل‬ ‫ت‬ ‫خمال‬ ‫ل‬ ‫ئ‬ ‫اد‬ ‫ب‬ ‫ال‬ ‫م‬ ‫يي‬ ‫قت‬ • ( ‫ة‬ ‫ي‬ ‫ال‬ ‫حال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ ‫يف‬ ‫ا‬ ‫ص‬ ‫ر‬ ‫ي‬ ‫سف‬ ‫ت‬ ‫و‬ ‫ب‬ ‫ا‬ ‫سح‬ •NPV) ( ‫ي‬ ‫ل‬ ‫خ‬ ‫ا‬ ‫دال‬ ‫د‬ ‫ئ‬ ‫اعال‬ ‫ل‬ ‫دع‬ ‫م‬ ‫ر‬ ‫ي‬ ‫سف‬ ‫ت‬ ‫و‬ ‫ب‬ ‫ا‬ ‫سح‬ •IRR) Capital Investment Decisions ‫ال‬ ‫مال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫را‬ ‫م‬ ‫ثت‬ ‫سا‬ ‫ت‬ ‫ارارق‬ Categories Of Investment Decisions In Health Care: • Strategic Decisions: decisions designed to increase a health care organization’s strategic (long-term) position. Example: purchasing physician practices to increase horizontal integration. • Expansion Decisions: decisions designed to increase the operational capability of a heath care organization. Example: increasing examination space in a group practice to accommodate increased volume. • Replacement Decisions: decisions designed to replace older assets with newer, cost-saving ones. Example: replacing a hospital’s existing cost- accounting system with a newer cost-saving one Decision has 2 components: • Determine if investment is worthwhile. • Determine how to finance the investment. : ‫يحصال‬‫ة‬ ‫ةياعرال‬ ‫ف‬ ‫ي‬ ‫ا‬‫ال‬‫تس‬‫ث‬‫م‬‫ا‬‫ر‬ ‫تارارق‬ ‫ف‬ ‫ئ‬ ‫ا‬ ‫ت‬ ‫ف‬ ‫ده‬ ‫ت‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫ار‬ ‫ا‬ ‫رقال‬ : ‫ةي‬ ‫جي‬ ‫ت‬ ‫ار‬ ‫ت‬ ‫سالا‬ ‫ت‬ ‫ارارق‬ ‫ال‬ • ‫ةمظنم‬ ‫فقوم‬ ) ‫ليوطال‬ ‫ىدمال‬ ‫ىلع‬ ( ‫ةدايز‬ ‫ىإل‬ ‫ل‬ ‫يب‬ ‫س‬ ‫ىل‬ ‫ع‬ . ‫يجي‬ ‫ت‬ ‫ار‬ ‫ت‬ ‫سالا‬ ‫ة‬ ‫ي‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫لم‬ ‫ا‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ةد‬ ‫ا‬ ‫ي‬ ‫زل‬ ‫بيب‬ ‫ط‬ ‫ال‬ ‫ت‬ ‫اس‬ ‫ر‬ ‫ام‬ ‫م‬ ‫ءارش‬ : ‫ال‬ ‫ث‬ ‫م‬ ‫ال‬ .‫ا‬‫أل‬‫يقف‬ ‫ىإل‬ ‫فدهت‬ ‫ال‬ ‫ت‬ ‫ي‬ ‫تارارقال‬ : ‫تال‬‫و‬‫ةعس‬ ‫تارارقال‬ • . ‫ة‬ ‫ي‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ة‬ ‫مظن‬ ‫م‬ ‫ل‬ ‫ةي‬ ‫ل‬ ‫ي‬ ‫غش‬ ‫ت‬ ‫ال‬ ‫ةردقال‬ ‫ةدايز‬ ‫ي‬ ‫ف‬ ‫ناحت‬ ‫م‬ ‫الا‬ ‫ة‬ ‫ح‬ ‫اس‬ ‫م‬ ‫ة‬ ‫دا‬ ‫ي‬ ‫ز‬ : ‫ال‬ ‫ث‬ ‫م‬ ‫ال‬ ‫ل‬ ‫يب‬ ‫س‬ ‫ىلع‬ . ‫مجح‬ ‫ةدايز‬ ‫تسال‬ ‫ي‬ ‫ع‬‫ا‬‫ب‬ ‫ةيعامجال‬ ‫ةسراممال‬ ‫ىإل‬ ‫ف‬ ‫ده‬ ‫ت‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫ار‬ ‫ا‬ ‫رقال‬ : ‫ال‬ ‫د‬ ‫بت‬ ‫سا‬ ‫ت‬ ‫ارارق‬ ‫ال‬ • ‫ر‬ ‫ي‬ ‫ف‬ ‫وت‬ ‫ل‬ ‫ث‬ ‫د‬ ‫حأ‬ ‫ى‬ ‫رخأب‬ ‫ة‬ ‫م‬ ‫ي‬ ‫دقال‬ ‫ل‬ ‫و‬ ‫ص‬ ‫ألا‬ ‫الد‬ ‫بت‬ ‫س‬ ‫ا‬ ‫ال‬ ‫ت‬ ‫ك‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ةبساحم‬ ‫ماظن‬ ‫ا‬‫س‬‫ت‬ ‫ب‬ ‫د‬‫ال‬ :‫الثم‬. ‫تال‬ ‫ك‬‫يال‬ ‫ف‬ ‫ر‬ ‫ي‬ ‫ف‬ ‫وت‬ ‫ل‬ ‫ث‬ ‫د‬ ‫حأ‬ ‫د‬ ‫حا‬ ‫ع‬ ‫م‬ ‫ى‬ ‫فش‬ ‫ت‬ ‫سمال‬ ‫ىل‬ ‫ع‬ ‫ةم‬ ‫ئ‬ ‫اقال‬ ‫ال‬ ‫ت‬ ‫ك‬ ‫ال‬ ‫ي‬ ‫ف‬ : ‫ت‬ ‫ا‬ ‫ن‬ ‫وك‬ ‫م‬ 2 ‫رارق‬ ‫ر‬ ‫ي‬ ‫د‬ ‫ج‬ ‫و‬ ‫ه‬ ‫را‬ ‫م‬ ‫ثت‬ ‫سالا‬ ‫نا‬ ‫ك‬ ‫ا‬ ‫ذ‬ ‫إ‬ ‫ا‬ ‫م‬ ‫د‬ ‫ي‬ ‫دح‬ ‫ت‬ • .‫مامتهالاب‬ . ‫را‬ ‫م‬ ‫ثت‬ ‫سالا‬ ‫لي‬ ‫وم‬ ‫ت‬ ‫ة‬ ‫ي‬ ‫ف‬ ‫ي‬ ‫ك‬ ‫ديدح‬ ‫ت‬ • The Objectives Of The Capital Investment Decision ‫ال‬ ‫م‬ ‫ال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫را‬ ‫م‬ ‫ثت‬ ‫سا‬ ‫رارق‬ ‫فاد‬ ‫ه‬ ‫أ‬ • Financial Return: direct financial benefits are a primary concern not only to health care organizations but also to many –if not all- investors who invest in health care organizations and their projects. ‫ي‬ ‫ه‬ ‫ةرشاب‬ ‫م‬ ‫ال‬ ‫ةي‬ ‫ال‬ ‫مال‬ ‫د‬ ‫ئ‬ ‫اوفال‬ : ‫ة‬ ‫د‬ ‫وعال‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ • ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫ر‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫مظن‬ ‫م‬ ‫ل‬ ‫ط‬ ‫ق‬ ‫ف‬ ‫س‬ ‫ي‬ ‫ل‬ ‫ل‬ ‫غاش‬ ‫ال‬ ‫لغشال‬ ‫لك‬ ‫ن‬ ‫ك‬ ‫ي‬ ‫مل‬ ‫ا‬ ‫ذإ‬ ‫و‬ ‫ر‬ ‫يث‬ ‫كل‬ ‫ا‬ ‫ضي‬ ‫أ‬ ‫ن‬ ‫ك‬ ‫ل‬ ‫و‬ ‫ةي‬ ‫حصال‬ ‫ت‬ ‫اسس‬ ‫ؤ‬ ‫م‬ ‫ي‬ ‫ف‬ ‫نورم‬ ‫ثت‬ ‫سي‬ ‫ن‬ ‫ي‬ ‫ذال‬ ‫ن‬ ‫ي‬ ‫رم‬ ‫ثت‬ ‫سمال‬ . ‫اه‬ ‫ع‬ ‫ي‬ ‫راشمو‬ ‫ة‬ ‫ي‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ال‬ ‫و‬ ‫م‬ ‫أ‬ ‫س‬ ‫وؤ‬ ‫ر‬ ‫ن‬ ‫و‬ ‫د‬ ‫ن‬ ‫م‬ : ‫يل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ل‬ ‫ي‬ ‫وم‬ ‫ت‬ ‫ال‬ • 4 ‫نم‬1 ‫ةحفصال‬
  • 24.
    CH7 • Future funding:without new capital funds, many health care organizations would be unable to offer new services, support medical research, or subsidize unprofitable services. • Nonfinancial Benefits : how well an investment enhances the survival of the organization and supports its mission, patients, employees and the community is the primary concern. ‫يحصال‬‫ة‬ ‫ةياعرال‬ ‫تاسسؤم‬ ‫نم‬ ‫يدعال‬‫د‬ ‫إف‬‫ن‬ ، ‫ةديدج‬ ‫م‬ ‫ع‬ ‫د‬ ‫و‬ ، ‫ةديد‬ ‫ج‬ ‫ت‬ ‫ا‬ ‫مد‬ ‫خ‬ ‫م‬ ‫ي‬ ‫دق‬ ‫ت‬ ‫ىل‬ ‫ع‬ ‫ة‬ ‫رداق‬ ‫نوكت‬ . ‫ةحبرم‬ ‫يغ‬‫ر‬ ‫تامدخال‬ ‫معد‬ ‫وأ‬ ، ‫بطال‬‫ي‬‫ة‬ ‫بال‬‫ح‬‫ثو‬ ‫ءاقب‬ ‫ززعي‬ ‫را‬ ‫م‬ ‫ثت‬ ‫سا‬ ‫ى‬ ‫د‬ ‫م‬ : ‫ة‬ ‫ي‬ ‫ال‬ ‫مال‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫د‬ ‫ئ‬ ‫اوف‬ • ‫ن‬ ‫ي‬ ‫فظ‬ ‫و‬ ‫م‬ ‫ال‬ ‫و‬ ‫ى‬ ‫ضرمال‬ ‫و‬ ‫اه‬ ‫ت‬ ‫م‬ ‫ه‬ ‫م‬ ‫م‬ ‫عد‬ ‫ي‬ ‫و‬ ‫ةمظن‬ ‫م‬ ‫ال‬ . ‫ي‬ ‫ساسألا‬ ‫ل‬ ‫غاش‬ ‫ال‬ ‫و‬ ‫ه‬ ‫ع‬ ‫م‬ ‫ت‬ ‫جمالو‬ Analytical methods Decision ‫ر‬ ‫ارقال‬ ‫ةي‬ ‫ل‬ ‫ي‬ ‫لحت‬ ‫ال‬ ‫ب‬ ‫ي‬ ‫السألا‬ 1 Payback period method Is the amount of time it takes for the sum of the net cash flows from a project to equal the project’s initial investment. By determining how long it would take to recover the initial investment disregarding the time value of money. • Computing the Payback Period: • Paybacks in years if cash flows are equal each year: P B  I n i t i a l I n v e s t m e n t A n n u a l C a s h F l o w s ‫ة‬ ‫ر‬ ‫ت‬ ‫فال‬ ‫ة‬ ‫ق‬ ‫ي‬ ‫رط‬ ‫دادر‬ ‫ت‬ ‫سالا‬ -1 ‫ت‬ ‫ا‬ ‫قفد‬ ‫تال‬ ‫عوم‬ ‫ج‬ ‫مل‬ ‫ه‬ ‫ق‬ ‫ر‬ ‫غ‬ ‫ت‬ ‫سي‬ ‫ي‬ ‫ذ‬ ‫ال‬ ‫ت‬ ‫ق‬ ‫و‬ ‫ال‬ ‫رادقم‬ ‫وه‬ ‫ة‬ ‫اواسم‬ ‫ال‬ ‫مدق‬ ‫ىل‬ ‫ع‬ ‫ع‬ ‫ور‬ ‫ش‬ ‫م‬ ‫ال‬ ‫ن‬ ‫م‬ ‫ة‬ ‫ي‬ ‫ف‬ ‫اصال‬ ‫ة‬ ‫ي‬ ‫دق‬ ‫ن‬ ‫ال‬ . ‫ع‬ ‫ور‬ ‫ش‬ ‫م‬ ‫ل‬ ‫ل‬ ‫يلوأل‬ ‫ا‬ ‫را‬ ‫م‬ ‫ثت‬ ‫سالا‬ ‫قرغ‬ ‫ت‬ ‫س‬ ‫ي‬ ‫س‬ ‫ت‬ ‫ق‬ ‫و‬ ‫ال‬ ‫ن‬ ‫م‬ ‫مك‬ ‫ديدح‬ ‫ت‬ ‫ل‬ ‫ال‬ ‫خ‬ ‫ن‬ ‫م‬ ‫ة‬ ‫ين‬ ‫مز‬ ‫ال‬ ‫ةم‬ ‫ي‬ ‫ق‬ ‫ال‬ ‫ل‬ ‫ه‬ ‫اج‬ ‫ت‬ ‫يلوأل‬ ‫ا‬ ‫را‬ ‫م‬ ‫ثت‬ ‫سالا‬ ‫دادر‬ ‫ت‬ ‫سال‬ .‫ل‬‫ل‬‫ن‬‫ق‬‫دو‬ : ‫دادر‬ ‫ت‬ ‫سال‬ ‫ا‬ ‫ةرت‬ ‫ف‬ ‫ب‬ ‫ا‬ ‫سح‬ • ‫ي‬ ‫ه‬ ‫ة‬ ‫ي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫ت‬ ‫اقفدتال‬ ‫اذ‬ ‫إ‬ ‫ت‬ ‫اونس‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫ه‬ ‫دودر‬ ‫م‬ • : ‫ماع‬ ‫ل‬ ‫ك‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫اواسم‬ ‫ال‬ ‫مدق‬ ‫ىلع‬ Payback Period ‫د‬ ‫ادر‬ ‫ت‬ ‫سالا‬ ‫ةرت‬ ‫ف‬ • Strengths and weaknesses of Payback method Strengths: • Simple to calculate • Easy to understand • Weaknesses: • Answers in years not dollars • Disregards cash flows after payback • Does not account for the time value of money ‫ةق‬ ‫ي‬ ‫رط‬ ‫ة‬ ‫و‬ ‫ق‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ف‬ ‫ع‬ ‫ضال‬ ‫و‬ ‫ة‬ ‫و‬ ‫قال‬ ‫ط‬ ‫اق‬ ‫ن‬ • :‫دادرتسالا‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫ل‬ ‫ة‬ ‫ط‬ ‫ي‬ ‫سب‬ • ‫م‬ ‫ه‬ ‫ف‬ ‫ال‬ ‫ل‬ ‫هس‬ • : ‫ف‬ ‫عض‬ ‫ال‬ ‫ط‬ ‫اق‬ ‫ن‬ • ‫ر‬ ‫ال‬ ‫و‬ ‫د‬ ‫م‬ ‫ل‬ ‫ت‬ ‫ا‬ ‫ونسال‬ ‫ي‬ ‫ف‬ ‫ت‬ ‫ا‬ ‫ب‬ ‫اجإل‬ ‫ا‬ • ‫دادر‬ ‫ت‬ ‫سالا‬ ‫دع‬ ‫ب‬ ‫ةي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫قفد‬ ‫تال‬ ‫ل‬ ‫هاجت‬ ‫ي‬ • ‫د‬ ‫وقنل‬ ‫ل‬ ‫ة‬ ‫ين‬ ‫مز‬ ‫ال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ ‫ل‬ ‫ث‬ ‫مت‬ ‫ال‬ • 2-Net Present Value (NPV) Net Present Value (NPV) : difference between the initial amount paid for an investment and future cash inflows the investment brings in adjusted for the cost of capital. Discounted cash flows: cash flows adjusted to account for the cost of capital. Cost of capital: the rate of return acquired to undertake a project.; the cost of capital accounts for both the time value of money and the risk (hurdle rate or discount rate). ( ‫يالحال‬‫ة‬ ‫يقال‬‫م‬‫ة‬ ‫يفاص‬ -2NPV ‫يقال‬‫م‬‫ة‬ ‫ص‬ ‫ا‬ ‫ف‬ ‫ي‬ ) ( ‫ةيالحال‬NPV:) ‫را‬ ‫م‬ ‫ثت‬ ‫سال‬ ‫ل‬ ‫عو‬ ‫ف‬ ‫دمال‬ ‫ي‬ ‫لوأل‬ ‫ا‬ ‫غ‬ ‫ل‬ ‫ب‬ ‫م‬ ‫ال‬ ‫ن‬ ‫ي‬ ‫ب‬ ‫قرفال‬ ‫ي‬ ‫ف‬ ‫را‬ ‫م‬ ‫ثت‬ ‫سالا‬ ‫ب‬ ‫لج‬ ‫ي‬ ‫ة‬ ‫ي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫قفد‬ ‫تال‬ ‫و‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ت‬ ‫سمالو‬ . ‫ال‬ ‫م‬ ‫ال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫ةفل‬ ‫كت‬ ‫ل‬ ‫ل‬ ‫ي‬ ‫دعت‬ ‫ةي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫ت‬ ‫اقف‬ ‫د‬ ‫ت‬ ‫ال‬ : ‫ة‬ ‫مو‬ ‫ص‬ ‫خمال‬ ‫ةي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫ت‬ ‫اقفدت‬ ‫ال‬ . ‫ال‬ ‫مال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫ة‬ ‫ف‬ ‫ل‬ ‫ك‬ ‫ت‬ ‫ب‬ ‫اس‬ ‫حل‬ ‫اه‬ ‫ل‬ ‫ي‬ ‫دعت‬ ‫ذ‬ ‫ي‬ ‫ف‬ ‫نت‬ ‫ل‬ ‫ة‬ ‫ب‬ ‫س‬ ‫ت‬ ‫ك‬ ‫م‬ ‫ال‬ ‫د‬ ‫ئ‬ ‫اعال‬ ‫ل‬ ‫دع‬ ‫م‬ : ‫ال‬ ‫مال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫ةفل‬ ‫ك‬ ‫ت‬ ‫ن‬ ‫م‬ ‫ل‬ ‫ك‬ ‫ل‬ ‫ت‬ ‫ا‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫ال‬ ‫و‬ ‫ال‬ ‫م‬ ‫ال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫ة‬ ‫فل‬ ‫ك‬ ‫ت‬ ‫؛‬ ‫عورشم‬ ‫وأ‬ ‫قع‬‫ب‬ ‫ة‬ ‫لدعم‬ ( ‫رطاخمالو‬ ‫لل‬ ‫ن‬ ‫ق‬ ‫و‬ ‫د‬ ‫ةينمزال‬ ‫يقال‬‫م‬‫ة‬ .) ‫مص‬ ‫خ‬ ‫ال‬ ‫رعس‬ 4 ‫نم‬2 ‫ةحفصال‬
  • 25.
    CH7 Net Present Value(NPV) ( ‫ة‬ ‫ي‬ ‫الح‬ ‫ال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ ‫يفا‬ ‫ص‬ NPV) 3-Internal Rate of Return: Rate of return on an investment that makes the NPV equal to $0 after all cash flows have been discounted at the same rate. It is also the discount rate at which the discounted cash flows over the life of the project exactly equal the initial investment. : ‫ي‬ ‫ل‬ ‫خادال‬ ‫د‬ ‫ئ‬ ‫اع‬ ‫ال‬ -3 ‫ف‬ ‫ين‬ ‫صت‬ ‫ص‬ ‫ا‬ ‫ف‬ ‫ي‬ ‫لعجي‬ ‫يذال‬ ‫ا‬‫ال‬‫تس‬‫ث‬‫م‬‫ا‬‫ر‬ ‫لع‬‫ى‬ ‫اعال‬‫ئ‬‫د‬ ‫لدعم‬ ‫ع‬ ‫ي‬ ‫م‬ ‫ج‬ ‫م‬ ‫ص‬ ‫خ‬ ‫م‬ ‫ت‬ ‫ن‬ ‫أ‬ ‫دع‬ ‫ب‬ 0 $ ‫ي‬ ‫و‬ ‫اس‬ ‫ي‬ ‫ةي‬ ‫الحال‬ ‫ةم‬ ‫ي‬ ‫قال‬ . ‫ل‬ ‫دع‬ ‫م‬ ‫ال‬ ‫سف‬ ‫ن‬ ‫ب‬ ‫ةي‬ ‫دق‬ ‫ن‬ ‫ال‬ ‫ت‬ ‫اقفدت‬ ‫ال‬ ‫نال‬‫ق‬‫يد‬‫ة‬ ‫ال‬ ‫ت‬ ‫د‬ ‫ف‬ ‫ق‬ ‫ا‬ ‫ت‬ ‫يذال‬ ‫مصخال‬ ‫رعس‬ ‫أ‬‫ي‬‫ض‬‫ا‬ ‫وه‬ ‫ب‬ ‫ل‬ ‫طب‬ ‫ضال‬ ‫ب‬ ‫ع‬ ‫و‬ ‫ر‬ ‫شمال‬ ‫رمع‬ ‫ى‬ ‫د‬ ‫م‬ ‫ى‬ ‫لع‬ ‫ة‬ ‫م‬ ‫و‬ ‫صخمال‬ . ‫ي‬ ‫لوأل‬ ‫ا‬ ‫را‬ ‫م‬ ‫ثت‬ ‫سال‬ ‫ا‬ ‫ي‬ ‫وا‬ ‫سي‬ 4 ‫نم‬3 ‫ةحفصال‬
  • 26.
    CH7 Internal Rate ofReturn ‫ي‬ ‫لخ‬ ‫ا‬ ‫دال‬ ‫د‬ ‫ئ‬ ‫اعال‬ ‫ل‬ ‫دعم‬ Summary • Methods to evaluate capital investment were introduced. The 3 methods specifically discussed were payback, net present value and internal rate of return. ‫تارا‬ ‫م‬ ‫ثت‬ ‫سالا‬ ‫م‬ ‫يي‬ ‫ق‬ ‫ت‬ ‫ل‬ ‫ب‬ ‫ي‬ ‫السأ‬ ‫ال‬ ‫خدإ‬ ‫مت‬ • ‫اد‬ ‫ي‬ ‫دح‬ ‫ت‬ ‫ش‬ ‫ق‬ ‫ا‬ ‫ن‬ 3 ‫ل‬ ‫ئ‬ ‫اس‬ ‫و‬ ‫تن‬ ‫اك‬ ‫و‬ . ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫سأرال‬ ‫اعال‬‫ئ‬‫د‬ ‫لدعمو‬ ‫يالحال‬‫ة‬ ‫يقال‬‫م‬‫ة‬ ‫ص‬ ‫ا‬ ‫ف‬ ‫ي‬ ، ‫دادرتسالا‬ .‫يلخادال‬ 4 ‫نم‬4 ‫ةحفصال‬
  • 27.
    CH8 Capital Financing forHealth Care Providers ‫يحصال‬‫ة‬ ‫ةياعرال‬ ‫يمدقمل‬ ‫المال‬ ‫سأر‬ ‫يومت‬‫ل‬ Learning Objectives • Describe the types of equity and debt financing • Define various bond terminology • Compare tax exempt with taxable financing • Explain lease financing ‫ن‬ ‫وي‬ ‫دال‬ ‫ل‬ ‫ي‬ ‫وم‬ ‫ت‬ ‫و‬ ‫م‬ ‫ه‬ ‫سأل‬ ‫ا‬ ‫عاو‬ ‫ن‬ ‫أ‬ ‫ف‬ ‫ص‬ ‫و‬ • ‫ف‬ ‫ل‬ ‫ت‬ ‫خم‬ ‫ت‬ ‫اد‬ ‫ن‬ ‫س‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫حل‬ ‫ط‬ ‫ص‬ ‫م‬ ‫ال‬ ‫د‬ ‫ي‬ ‫دح‬ ‫ت‬ • ‫ةبي‬ ‫رض‬ ‫ل‬ ‫ل‬ ‫عضا‬ ‫خال‬ ‫ل‬ ‫ي‬ ‫وم‬ ‫ت‬ ‫ال‬ ‫ع‬ ‫م‬ ‫ةافع‬ ‫م‬ ‫ة‬ ‫بي‬ ‫رض‬ ‫ة‬ ‫ن‬ ‫راقم‬ • ‫ي‬ ‫ل‬ ‫ي‬ ‫وم‬ ‫ت‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫جأت‬ ‫ال‬ ‫ح‬ ‫رش‬ • Assets=Debt +Equity ‫ن‬ ‫ي‬ ‫م‬ ‫ه‬ ‫اس‬ ‫م‬ ‫ال‬ ‫ق‬ ‫و‬ ‫قح‬ + ‫ن‬ ‫ويدال‬ = ‫ل‬ ‫و‬ ‫صألا‬ • Any increase in assets must be balanced by a similar increase in debt or equity or both. • The structuring of debt relative to equity is called capital structure decision. • Important for both for profit and not for profit. • Industry changes can limit the access to debt and equity financing. • Strong cash flow and dominant market share position improve the credit rating of a health care system ‫ل‬ ‫و‬ ‫صأل‬ ‫ا‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫دا‬ ‫ي‬ ‫ز‬ ‫يأ‬ ‫ةن‬ ‫زاوتم‬ ‫نوك‬ ‫ت‬ ‫ن‬ ‫أ‬ ‫ب‬ ‫جي‬ • ‫و‬ ‫أ‬ ‫ة‬ ‫ي‬ ‫ك‬ ‫ل‬ ‫م‬ ‫ال‬ ‫ق‬ ‫و‬ ‫ق‬ ‫ح‬ ‫و‬ ‫أ‬ ‫نويد‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ةل‬ ‫ث‬ ‫ام‬ ‫م‬ ‫ةداي‬ ‫ز‬ ‫ة‬ ‫ب‬ ‫س‬ ‫ن‬ ‫ب‬ .‫امهيلك‬ ‫ر‬ ‫ارقال‬ ‫م‬ ‫ه‬ ‫سألا‬ ‫ى‬ ‫إل‬ ‫ة‬ ‫ب‬ ‫س‬ ‫ن‬ ‫الب‬ ‫ن‬ ‫ويدال‬ ‫ةل‬ ‫ك‬ ‫ي‬ ‫ه‬ ‫ىم‬ ‫سي‬ • . ‫المال‬ ‫سأر‬ ‫لكيه‬ . ‫ح‬ ‫ب‬ ‫رال‬ ‫ل‬ ‫ج‬ ‫أ‬ ‫ن‬ ‫م‬ ‫س‬ ‫ي‬ ‫ل‬ ‫و‬ ‫ح‬ ‫ب‬ ‫رال‬ ‫ل‬ ‫جأ‬ ‫ن‬ ‫م‬ ‫ال‬ ‫ك‬ ‫ل‬ ‫ماه‬ • ‫ىإل‬ ‫لو‬ ‫ص‬ ‫وال‬ ‫ن‬ ‫م‬ ‫د‬ ‫حت‬ ‫نأ‬ ‫ن‬ ‫ك‬ ‫مي‬ ‫ة‬ ‫عا‬ ‫ن‬ ‫صال‬ ‫تار‬ ‫ي‬ ‫غ‬ ‫ت‬ ‫ال‬ • . ‫ال‬ ‫مال‬ ‫س‬ ‫أ‬ ‫ر‬ ‫م‬ ‫ه‬ ‫سأ‬ ‫ل‬ ‫ي‬ ‫وم‬ ‫تو‬ ‫نويدال‬ ‫ف‬ ‫ق‬ ‫و‬ ‫م‬ ‫قو‬ ‫سال‬ ‫ي‬ ‫ف‬ ‫اه‬ ‫ت‬ ‫ص‬ ‫ح‬ ‫ن‬ ‫م‬ ‫ي‬ ‫ه‬ ‫م‬ ‫و‬ ‫ي‬ ‫و‬ ‫ق‬ ‫ي‬ ‫دق‬ ‫ن‬ ‫قف‬ ‫دت‬ ‫يحصال‬‫ة‬ ‫ةياعرال‬ ‫ماظنل‬ ‫ا‬‫ال‬‫ئ‬‫ت‬‫م‬‫ا‬‫ن‬‫ي‬ ‫ال‬ ‫ت‬ ‫ص‬ ‫ن‬ ‫ي‬ ‫ف‬ ‫ت‬ ‫ح‬ ‫س‬ ‫ي‬ ‫ن‬ Equity Financing ‫المال‬ ‫سأر‬ ‫مهسأ‬ ‫يومت‬‫ل‬ Primary sources for not for profits entity: • Internally generated funds • Philanthropy • Governmental grants • Sale of real estate Primary source for profits entity: • Issuing stock • Retained earnings. : ‫حابرألا‬ ‫ل‬ ‫ل‬ ‫ك‬ ‫ي‬ ‫ا‬ ‫ن‬ ‫ل‬ ‫ي‬ ‫س‬ ‫ت‬ ‫لوألا‬‫ي‬‫ة‬ ‫رداصمال‬ ‫ا‬ ‫ي‬ ‫لخا‬ ‫د‬ ‫ة‬ ‫دلوت‬ ‫م‬ ‫ال‬ ‫ال‬ ‫ومألا‬ • ‫ي‬ ‫ر‬ ‫ي‬ ‫خ‬ ‫ال‬ ‫لم‬ ‫ع‬ ‫ال‬ • ‫ةي‬ ‫موكحال‬ ‫ح‬ ‫ن‬ ‫م‬ ‫ال‬ • ‫ت‬ ‫ارا‬ ‫ق‬ ‫ع‬ ‫ال‬ ‫ع‬ ‫ي‬ ‫ب‬ • : ‫حا‬ ‫ب‬ ‫رألا‬ ‫نا‬ ‫ي‬ ‫ك‬ ‫ل‬ ‫ل‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ئ‬ ‫رال‬ ‫ردصمال‬ ‫ة‬ ‫ردص‬ ‫م‬ ‫ال‬ ‫م‬ ‫ه‬ ‫سألا‬ • . ‫ة‬ ‫زجتح‬ ‫م‬ ‫ال‬ ‫حا‬ ‫ب‬ ‫رألا‬ • Comparison of Stock and Debt Financing ‫لي‬ ‫وم‬ ‫ت‬ ‫ن‬ ‫ويدال‬ ‫و‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫مال‬ ‫ن‬ ‫ي‬ ‫ب‬ ‫ة‬ ‫ن‬ ‫راقم‬ Debt Financing ‫ن‬ ‫ي‬ ‫دال‬ ‫ل‬ ‫ي‬ ‫ومت‬ Debt Financing an alternative to equity financing • Borrowing money from others at a cost Several types of Debt financing: • Long Term Loans • Bonds may be issued ‫المال‬ ‫سأر‬ ‫مهسأ‬ ‫تل‬ ‫م‬‫يو‬ ‫ل‬ ‫ب‬ ‫د‬ ‫ي‬ ‫ل‬ ‫يومت‬‫ل‬ ‫نويدال‬ ‫ةفل‬ ‫كت‬ ‫ب‬ ‫ن‬ ‫ي‬ ‫ر‬ ‫خ‬ ‫آلا‬ ‫ن‬ ‫م‬ ‫المال‬ ‫ض‬ ‫ار‬ ‫ت‬ ‫قا‬ • : ‫نويدال‬ ‫ل‬ ‫ي‬ ‫وم‬ ‫ت‬ ‫ن‬ ‫م‬ ‫عاو‬ ‫ن‬ ‫أ‬ ‫ةدع‬ ‫لج‬ ‫ألا‬ ‫ة‬ ‫ل‬ ‫ي‬ ‫و‬ ‫ط‬ ‫ض‬ ‫ورقال‬ • ‫ت‬ ‫اد‬ ‫ن‬ ‫س‬ ‫را‬ ‫د‬ ‫ص‬ ‫إ‬ ‫ز‬ ‫و‬ ‫ج‬ ‫ي‬ ‫و‬ • 5 ‫نم‬1 ‫ةحفصال‬
  • 28.
    CH8 Types of DebtFinancing ‫نويدال‬ ‫لي‬ ‫وم‬ ‫ت‬ ‫ن‬ ‫م‬ ‫عاو‬ ‫ن‬ ‫أ‬ Maturity: • Term Loans- paid off within 10 years • Bonds- maturity in 20-35 years Type of Interest Loan • Fixed Interest rate debt • Variable rate demand bonds • Auction rate securities • Interest rate swap :‫نال‬‫ض‬‫ج‬ ‫ح‬ ‫لط‬ ‫ص‬ ‫م‬ ‫ع‬ ‫فد‬ •Loans 01 ‫نو‬ ‫ضغ‬ ‫ي‬ ‫ف‬ ‫ج‬ ‫ر‬ ‫ا‬ ‫خ‬ - ‫تاونس‬ •Bonds ‫ام‬ ‫ا‬ ‫ع‬ 53-01 ‫ي‬ ‫ف‬ ‫جضن‬ ‫ال‬ - ‫ض‬ ‫ورقال‬ ‫ى‬ ‫لع‬ ‫ةدئافال‬ ‫ن‬ ‫م‬ ‫عون‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ةدئا‬ ‫ف‬ ‫رعسب‬ ‫نويدال‬ • ‫ر‬ ‫ي‬ ‫غ‬ ‫ت‬ ‫م‬ ‫ل‬ ‫دع‬ ‫م‬ ‫ب‬ ‫ل‬ ‫ط‬ ‫ال‬ ‫ت‬ ‫اد‬ ‫ن‬ ‫س‬ • ‫دازم‬ ‫لدعم‬ ‫قاروألا‬ • ‫ة‬ ‫د‬ ‫ئ‬ ‫افال‬ ‫را‬ ‫ع‬ ‫سأ‬ ‫ة‬ ‫ضياق‬ ‫م‬ • Selected Types of Health Care Debt Financing ‫ن‬ ‫ويدال‬ ‫ل‬ ‫ي‬ ‫وم‬ ‫ت‬ ‫ة‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ن‬ ‫م‬ ‫ةراتخ‬ ‫م‬ ‫عاو‬ ‫ن‬ ‫أ‬ • Bank Term Loans • Conventional Mortgages • Pooled Equipment Financing • Federal housing administration Program Loans • Bonds • Tax Exempt Bonds • Taxable Bonds ‫ل‬ ‫جأل‬ ‫ا‬ ‫ك‬ ‫نب‬ ‫ال‬ ‫ض‬ ‫و‬ ‫رق‬ • ‫ة‬ ‫ي‬ ‫د‬ ‫ي‬ ‫لق‬ ‫ت‬ ‫ال‬ ‫ةي‬ ‫راق‬ ‫ع‬ ‫ال‬ ‫نوهرال‬ • ‫ع‬ ‫مج‬ ‫م‬ ‫ل‬ ‫ي‬ ‫وم‬ ‫ت‬ ‫تاد‬ ‫ع‬ ‫م‬ • ‫ة‬ ‫ي‬ ‫الر‬ ‫د‬ ‫فال‬ ‫ناك‬ ‫سإل‬ ‫ا‬ ‫ةر‬ ‫ا‬ ‫د‬ ‫إ‬ ‫ج‬ ‫م‬ ‫ا‬ ‫رب‬ ‫ض‬ ‫و‬ ‫رق‬ • ‫ت‬ ‫اد‬ ‫ن‬ ‫س‬ • ‫بئ‬ ‫ارض‬ ‫ال‬ ‫ن‬ ‫م‬ ‫ءاف‬ ‫ع‬ ‫إلا‬ ‫ت‬ ‫اد‬ ‫ن‬ ‫س‬ • ‫ةبي‬ ‫رضلل‬ ‫ة‬ ‫ع‬ ‫ضا‬ ‫خ‬ ‫ال‬ ‫ت‬ ‫اد‬ ‫ن‬ ‫س‬ • Bond Issuance Process ‫ر‬ ‫ادص‬ ‫إ‬ ‫ةي‬ ‫ل‬ ‫م‬ ‫ع‬ ‫تاد‬ ‫ن‬ ‫سال‬ Bonds can be sold by either public or private placement. • In a public offering a bond is sold to the investing public through an underwriter. • Private placements are sold to a particular institution or group of institutions ‫عاط‬ ‫ق‬ ‫ال‬ ‫عض‬ ‫و‬ ‫قي‬ ‫رط‬ ‫ن‬ ‫ع‬ ‫ام‬ ‫إ‬ ‫اه‬ ‫ع‬ ‫ي‬ ‫ب‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ ‫تاد‬ ‫ن‬ ‫سال‬ . ‫ص‬ ‫اخ‬ ‫ال‬ ‫و‬ ‫أ‬ ‫ما‬ ‫ع‬ ‫ال‬ ‫ل‬ ‫ال‬ ‫خ‬ ‫ن‬ ‫م‬ ‫روه‬ ‫م‬ ‫ج‬ ‫ل‬ ‫ل‬ ‫ت‬ ‫ا‬ ‫د‬ ‫ن‬ ‫س‬ ‫عا‬ ‫ب‬ ‫ي‬ ‫ماع‬ ‫ب‬ ‫ا‬ ‫تت‬ ‫كا‬ ‫ي‬ ‫ف‬ • . ‫ن‬ ‫مؤم‬ ‫ال‬ ‫را‬ ‫م‬ ‫ثت‬ ‫سالا‬ ‫ة‬ ‫عومج‬ ‫م‬ ‫و‬ ‫أ‬ ‫ة‬ ‫ني‬ ‫عم‬ ‫ة‬ ‫س‬ ‫س‬ ‫ؤم‬ ‫ل‬ ‫ة‬ ‫ص‬ ‫ا‬ ‫خ‬ ‫ع‬ ‫ضا‬ ‫وم‬ • ‫عا‬ ‫بت‬ ‫و‬ ‫ت‬ ‫ا‬ ‫سس‬ ‫ؤمال‬ ‫ن‬ ‫م‬ Bond Issuance Process ‫ر‬ ‫ادص‬ ‫إ‬ ‫ةي‬ ‫ل‬ ‫م‬ ‫ع‬ ‫تاد‬ ‫ن‬ ‫سال‬ • Can take 12-18 months before cash received • Health care borrower updates its capital plan, measures its debt capacity • Borrower identifies and selects the key parties involved in the bond issuance process • Borrower is evaluated by a credit rating agency ‫ت‬ ‫ا‬ ‫ض‬ ‫و‬ ‫ب‬ ‫ق‬ ‫م‬ ‫ال‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ا‬ ‫رهش‬ 01-00 ‫ذ‬ ‫ختت‬ ‫ن‬ ‫أ‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ ‫له‬ • ‫نال‬‫ق‬‫يد‬‫ة‬ ‫ةمصاع‬ ‫ةطخ‬ ‫ب‬ ‫ت‬ ‫ح‬ ‫د‬ ‫ي‬ ‫ث‬ ‫يحصال‬‫ة‬ ‫ةياعرال‬ ‫تقمال‬‫ر‬‫ض‬ • ‫اه‬ ‫ن‬ ‫وي‬ ‫د‬ ‫ة‬ ‫ردقال‬ ‫س‬ ‫ي‬ ‫ق‬ ‫ي‬ ‫و‬ ، ‫اه‬ ‫ل‬ ‫ال‬ ‫ر‬ ‫ئ‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ة‬ ‫فارطألا‬ ‫يو‬‫خ‬‫ت‬‫ا‬‫ر‬ ‫ددحي‬ ‫تقمال‬‫ر‬‫ض‬ • ‫ت‬ ‫اد‬ ‫ن‬ ‫س‬ ‫ال‬ ‫را‬ ‫د‬ ‫ص‬ ‫إ‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫م‬ ‫ع‬ ‫ي‬ ‫ف‬ ‫ةكر‬ ‫ا‬ ‫شمال‬ 5 ‫نم‬2 ‫ةحفصال‬
  • 29.
    CH8 • Bond israted by a credit rating agency • Borrower enters into a loan agreement with a governmental authority, the issuer of bonds • Underwriter sell bonds to bond holders at the public offering and the trustee provides health care provider with the net proceed from the bond issuance ‫ف‬ ‫ين‬ ‫صت‬ ‫ال‬ ‫ة‬ ‫ال‬ ‫ك‬ ‫و‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ن‬ ‫م‬ ‫ضرت‬ ‫ق‬ ‫م‬ ‫ال‬ ‫م‬ ‫يي‬ ‫قت‬ ‫م‬ ‫ت‬ ‫ي‬ • ‫ا‬‫ال‬‫ئ‬‫ت‬‫م‬‫ا‬‫ن‬‫ي‬ ‫ف‬ ‫ين‬ ‫صتال‬ ‫ة‬ ‫ال‬ ‫ك‬ ‫و‬ ‫لب‬ ‫ق‬ ‫ن‬ ‫م‬ ‫ت‬ ‫اد‬ ‫ن‬ ‫س‬ ‫ال‬ ‫ف‬ ‫ين‬ ‫ص‬ ‫ت‬ ‫مت‬ • ‫ا‬‫ال‬‫ئ‬‫ت‬‫م‬‫ا‬‫ن‬‫ي‬ ‫ة‬ ‫ط‬ ‫ل‬ ‫س‬ ‫ع‬ ‫م‬ ‫ض‬ ‫رق‬ ‫ةي‬ ‫ق‬ ‫اف‬ ‫ت‬ ‫ا‬ ‫ي‬ ‫ف‬ ‫ل‬ ‫خ‬ ‫د‬ ‫ي‬ ‫ضر‬ ‫ت‬ ‫ق‬ ‫م‬ ‫ال‬ • ‫ك‬ ‫وكصل‬ ‫ل‬ ‫ر‬ ‫دص‬ ‫م‬ ‫و‬ ، ‫ة‬ ‫ي‬ ‫موكح‬ ‫ماع‬ ‫ا‬‫ك‬‫ت‬ ‫ت‬ ‫ا‬‫ب‬ ‫ف‬ ‫ي‬ ‫نسال‬‫د‬‫ا‬‫ت‬ ‫يلماحل‬ ‫ب‬ ‫ي‬ ‫ع‬ ‫دهعتم‬ ‫نسال‬‫د‬‫ا‬‫ت‬ • ‫ةك‬ ‫ب‬ ‫ش‬ ‫ال‬ ‫ع‬ ‫م‬ ‫ة‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫ر‬ ‫ال‬ ‫مد‬ ‫ق‬ ‫م‬ ‫ي‬ ‫ص‬ ‫و‬ ‫ال‬ ‫ر‬ ‫ف‬ ‫ويو‬ ‫ت‬ ‫اد‬ ‫ن‬ ‫سال‬ ‫ر‬ ‫ادصإ‬ ‫ن‬ ‫م‬ ‫ق‬ ‫لط‬ ‫ن‬ ‫ت‬ Bank Qualified or Direct Private Placement Loans ‫ة‬ ‫رش‬ ‫ا‬ ‫ب‬ ‫مال‬ ‫و‬ ‫أ‬ ‫ة‬ ‫لهؤ‬ ‫م‬ ‫ال‬ ‫ب‬ ‫ي‬ ‫س‬ ‫ن‬ ‫ت‬ ‫ال‬ ‫ضو‬ ‫رقال‬ ‫ة‬ ‫ص‬ ‫ا‬ ‫خال‬ ‫فر‬ ‫اصمال‬ Direct tax exempt loan bond purchase by a bank Advantages: • Direct debt purchase is less time consuming and cheaper to issue • Loan does not require a credit rating by a rating agency • Loan avoids remarketing • If a loan qualifies as bank qualified, the bank can deduct 80% of its interest costs which results in lower interest ‫ن‬ ‫م‬ ‫ض‬ ‫رق‬ ‫تاد‬ ‫ن‬ ‫سال‬ ‫ء‬ ‫اف‬ ‫ع‬ ‫إ‬ ‫ءارش‬ ‫ة‬ ‫ر‬ ‫شا‬ ‫ب‬ ‫م‬ ‫ال‬ ‫ب‬ ‫ئ‬ ‫ارضال‬ ‫ك‬ ‫ون‬ ‫ب‬ ‫ال‬ ‫دحأ‬ :‫ايازم‬ ‫ت‬ ‫ق‬ ‫وال‬ ‫ك‬ ‫ال‬ ‫ه‬ ‫ت‬ ‫سإ‬ ‫ل‬ ‫قأ‬ ‫و‬ ‫ه‬ ‫ر‬ ‫شا‬ ‫ب‬ ‫م‬ ‫ال‬ ‫نويدال‬ ‫ء‬ ‫ارش‬ • ‫ر‬ ‫اد‬ ‫ص‬ ‫إل‬ ‫ص‬ ‫خرأو‬ ‫ق‬ ‫ب‬ ‫ل‬ ‫نم‬ ‫ا‬‫ال‬‫ئ‬‫ت‬‫م‬‫ا‬‫ن‬‫ي‬ ‫ال‬ ‫ت‬ ‫ص‬ ‫ن‬ ‫ي‬ ‫ف‬ ‫ىال‬ ‫تحي‬‫ا‬‫ج‬ ‫ال‬ ‫ضرقال‬ • ‫فين‬ ‫صتال‬ ‫ةال‬ ‫ك‬ ‫و‬ ‫ق‬ ‫ي‬ ‫و‬ ‫ست‬ ‫ة‬ ‫دا‬ ‫ع‬ ‫إ‬ ‫ب‬ ‫ن‬ ‫جتي‬ ‫ض‬ ‫رق‬ • ‫ك‬ ‫نب‬ ‫ل‬ ‫ل‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ ، ‫ك‬ ‫ن‬ ‫ب‬ ‫ال‬ ‫ل‬ ‫هأ‬ ‫ت‬ ‫ام‬ ‫ك‬ ‫ض‬ ‫ر‬ ‫ق‬ ‫ال‬ ‫هؤ‬ ‫م‬ ‫نا‬ ‫ك‬ ‫اذإ‬ • ‫ةدئا‬ ‫ف‬ ‫ىإل‬ ‫ي‬ ‫دؤ‬ ‫ي‬ ‫ام‬ ‫م‬ ‫ةدئا‬ ‫فال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ن‬ ‫م‬ ٪ 11 ‫مصخ‬ ‫لقأ‬ Bond valuation ‫تاد‬ ‫ن‬ ‫سال‬ ‫م‬ ‫يي‬ ‫قت‬ Bonds: Is a long-term contract whereby on specific dates a borrower agrees to make principal or interest payments or both to the holder of the bond, the entity who lent the funds. Key terms relate to the bond issuance process: Par value: the par value of the bond is the security ‘s face value :‫تادنسال‬ ‫اوي‬‫ف‬‫ق‬ ‫ةددحم‬ ‫ديعاوم‬ ‫ف‬ ‫ي‬ ‫يح‬‫ث‬ ‫لجألا‬ ‫ليوط‬ ‫دقع‬ ‫وه‬ ‫وأ‬ ‫ةدئافال‬ ‫ت‬ ‫ا‬ ‫ع‬ ‫وفد‬ ‫م‬ ‫وأ‬ ‫ةس‬ ‫ر‬ ‫دمال‬ ‫لعجل‬ ‫ضر‬ ‫ت‬ ‫ق‬ ‫م‬ ‫ال‬ . ‫ال‬ ‫ومأل‬ ‫ا‬ ‫مدق‬ ‫ي‬ ‫ذال‬ ‫نا‬ ‫ي‬ ‫ك‬ ‫ال‬ ، ‫د‬ ‫ن‬ ‫سال‬ ‫لم‬ ‫ا‬ ‫ح‬ ‫ىإل‬ ‫ام‬ ‫ه‬ ‫ي‬ ‫لك‬ ‫ر‬ ‫ادصإ‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫م‬ ‫عل‬ ‫ةي‬ ‫ساسألا‬ ‫ت‬ ‫اح‬ ‫ل‬ ‫ط‬ ‫صمال‬ ‫قل‬ ‫ع‬ ‫تت‬ ‫و‬ : ‫تاد‬ ‫ن‬ ‫سال‬ ‫ي‬ ‫ه‬ ‫تاد‬ ‫ن‬ ‫سلل‬ ‫ة‬ ‫ي‬ ‫مسالا‬ ‫ةم‬ ‫ي‬ ‫قال‬ : ‫م‬ ‫هسلل‬ ‫ة‬ ‫ي‬ ‫مسالا‬ ‫ةم‬ ‫ي‬ ‫قال‬ ‫ة‬ ‫رو‬ ‫ص‬ ‫ال‬ ‫ن‬ ‫مأل‬ ‫ا‬ ‫ة‬ ‫ي‬ ‫مسالا‬ ‫ةم‬ ‫ي‬ ‫قال‬ 5 ‫نم‬3 ‫ةحفصال‬
  • 30.
    5 ‫نم‬4 ‫ةحفصال‬ CH8 Suchas $1000 or $5000. this is the amount that a bondholder is paid at the time of the bond’s maturity. Coupon rate and coupon payment: -The coupon rate is the stated interest rate on the bond as promised by the issuer. -The coupon payment is the amount the holder of the coupon receives periodically, usually semiannually. ‫ع‬ ‫ف‬ ‫د‬ ‫ي‬ ‫ي‬ ‫ذال‬ ‫غ‬ ‫ل‬ ‫ب‬ ‫م‬ ‫ال‬ ‫وه‬ ‫اذ‬ ‫ه‬ .$ 0111 ‫وأ‬$ 0111 ‫ل‬ ‫ث‬ ‫م‬ . ‫د‬ ‫ن‬ ‫س‬ ‫ال‬ ‫ق‬ ‫اقح‬ ‫ت‬ ‫سا‬ ‫تقو‬ ‫ي‬ ‫ف‬ ‫د‬ ‫ن‬ ‫سال‬ ‫لم‬ ‫ا‬ ‫حل‬ : ‫ة‬ ‫م‬ ‫ي‬ ‫سقال‬ ‫ع‬ ‫ف‬ ‫د‬ ‫و‬ ‫ةدئافال‬ ‫رعس‬ ‫ىل‬ ‫ع‬ ‫ن‬ ‫ل‬ ‫ع‬ ‫م‬ ‫ال‬ ‫ةدئافال‬ ‫رعس‬ ‫وه‬ ‫ةدئافال‬ ‫رعس‬The- . ‫رد‬ ‫صمال‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ن‬ ‫م‬ ‫ت‬ ‫دع‬ ‫و‬ ‫ام‬ ‫ك‬ ‫تاد‬ ‫ن‬ ‫سال‬ -The ‫ة‬ ‫م‬ ‫ي‬ ‫سقال‬ ‫بح‬ ‫ا‬ ‫ص‬ ‫ل‬ ‫غ‬ ‫ل‬ ‫ب‬ ‫م‬ ‫ال‬ ‫وه‬ ‫ةم‬ ‫ي‬ ‫سقال‬ ‫ع‬ ‫فد‬ ‫ة‬ ‫يون‬ ‫س‬ ‫ف‬ ‫ص‬ ‫ن‬ ‫ةدا‬ ‫ع‬ ، ‫يرود‬ ‫لكشب‬ ‫ىق‬ ‫ل‬ ‫تي‬ . Key terms relate to the bond issuance process: Zero coupon bonds: the term coupon refers to the amount of interest that will be paid by the issuer to the bondholders. Bond issued with no coupon at all are called zero coupon bonds. Callable bonds: bonds may be redeemed by the issuer before they mature. An issuer may call a bond because its coupon rate is higher than the presently prevailing interest rates for bonds. ‫رادصإ‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫م‬ ‫عل‬ ‫ةي‬ ‫ساسأل‬ ‫ا‬ ‫ت‬ ‫ا‬ ‫حل‬ ‫ط‬ ‫ص‬ ‫م‬ ‫ال‬ ‫قل‬ ‫ع‬ ‫تت‬ ‫و‬ : ‫تاد‬ ‫ن‬ ‫سال‬ ‫ى‬ ‫إل‬ ‫ح‬ ‫لط‬ ‫ص‬ ‫م‬ ‫ال‬ ‫ة‬ ‫م‬ ‫ي‬ ‫سقال‬ ‫ر‬ ‫ي‬ ‫شت‬ : ‫ة‬ ‫م‬ ‫ي‬ ‫سق‬ ‫ت‬ ‫ا‬ ‫د‬ ‫ن‬ ‫سال‬ ‫رفص‬ ‫ةردصمال‬ ‫ةهجال‬ ‫ق‬ ‫ب‬ ‫ل‬ ‫نم‬ ‫اهعفد‬ ‫س‬ ‫ي‬ ‫ت‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ي‬ ‫فال‬‫ا‬‫ئ‬ ‫د‬‫ة‬ ‫رادقم‬ ‫دو‬ ‫ج‬ ‫و‬ ‫مدع‬ ‫ع‬ ‫م‬ ‫ةر‬ ‫د‬ ‫اصال‬ ‫ت‬ ‫اد‬ ‫ن‬ ‫سال‬ . ‫ت‬ ‫ا‬ ‫د‬ ‫ن‬ ‫سال‬ ‫يلماحل‬ . ‫فص‬‫ر‬ ‫يسقال‬‫م‬‫ة‬ ‫تادنس‬ ‫تو‬‫س‬‫ىم‬ ‫لك‬ ‫ف‬ ‫ي‬ ‫يسق‬‫م‬‫ة‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ر‬ ‫دصمال‬ ‫هب‬ ‫ى‬ ‫د‬ ‫ت‬ ‫فا‬ ‫د‬ ‫ق‬ ‫تاد‬ ‫ن‬ ‫س‬ ‫ال‬ : ‫ة‬ ‫قح‬ ‫ت‬ ‫سمال‬ ‫ت‬ ‫اد‬ ‫ن‬ ‫سال‬ ‫فال‬‫ا‬‫ئ‬ ‫د‬‫ة‬ ‫رعسل‬ ‫نسال‬‫د‬‫ا‬‫ت‬ ‫ءاعدتسا‬ ‫دق‬ ‫ردصمال‬ .‫ا‬‫س‬‫ت‬‫ح‬‫اق‬‫ق‬‫اه‬ ‫تقوال‬ ‫ف‬ ‫ي‬ ‫اسال‬‫ئ‬‫د‬‫ة‬ ‫فال‬‫ا‬‫ئ‬ ‫د‬‫ة‬ ‫راعسأ‬ ‫نم‬ ‫ىلعأ‬ ‫ف‬ ‫ي‬ ‫ه‬ ‫ا‬ . ‫ت‬ ‫اد‬ ‫ن‬ ‫سلل‬ ‫ر‬ ‫ضا‬ ‫حال‬ • Bond valuation(annual periods for coupon payment): Market valuation = (coupon payment) x PVFA(k, n) + Par value x PVF(k, n) • Bond valuation(semiannual periods for coupon payment): MV=(coupon payment/2) x PVFA(k/2, nx2) + (Par value) x PVF(k/2, nx2) :) ‫ةميسق‬ ‫ل‬ ‫ل‬ ‫د‬ ‫ف‬ ‫ع‬ ‫نسال‬‫و‬‫ي‬‫ة‬ ‫تف‬‫ر‬‫ا‬‫ت‬ ( ‫نوب‬ ‫د‬ ‫ت‬ ‫ق‬ ‫ي‬ ‫ي‬ ‫م‬ • × ) ‫ع‬ ‫فد‬ ‫ة‬ ‫م‬ ‫ي‬ ‫سق‬ ( = ‫ةي‬ ‫ق‬ ‫و‬ ‫سال‬ ‫ةم‬ ‫ي‬ ‫قال‬ PVFA ) ‫ن‬ ، ‫ك‬ ( ‫س‬ ‫ةم‬ ‫ي‬ ‫ق‬ ‫ة‬ ‫ي‬ ‫مسال‬ ‫ا‬ +PVF) ‫ن‬ ، ‫ك‬ ( :) ‫نوبو‬ ‫ك‬ ‫عف‬ ‫د‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫ون‬ ‫س‬ ‫ف‬ ‫ص‬ ‫ن‬ ‫ت‬ ‫ار‬ ‫ت‬ ‫ف‬ ( ‫د‬ ‫ن‬ ‫و‬ ‫ب‬ ‫م‬ ‫ي‬ ‫ي‬ ‫قت‬ • MV × )0 / ‫ةم‬ ‫ي‬ ‫س‬ ‫ق‬ ‫ال‬ ‫ع‬ ‫ف‬ ‫دال‬ ( = PVFA ،0 / ‫(ك‬ NX2 × ) ‫ةي‬ ‫مسال‬ ‫ا‬ ‫ة‬ ‫مي‬ ‫قال‬ ( + )PVF ،0 / ‫(ك‬ NX2) Lease Financing ‫يل‬ ‫ي‬ ‫وم‬ ‫ت‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫جأت‬ ‫ال‬ An alternative to traditional equity and debt financing is leasing. A lease involves two parties : • Lessor: an entity that owns the asset that is then leased out. • Lessee: an entity that pays the lessor for the use of the asset but does not own it. A health care provider may decide to enter into lease arrangement for several reasons: 1 Avoid the bureaucratic delays of capital budget requests. 2 Avoid technological obsolescence. 3Receive better maintenance services 4-Allow for convenience. . ‫أت‬‫ج‬‫ي‬‫ر‬ ‫وه‬ ‫نويدال‬ ‫تو‬‫م‬‫يو‬‫ل‬ ‫ال‬ ‫ت‬ ‫ق‬ ‫ل‬ ‫ي‬ ‫د‬ ‫ي‬ ‫ة‬ ‫مهسألالل‬ ‫ب‬ ‫د‬ ‫ي‬ ‫ال‬ : ‫ن‬ ‫ي‬ ‫ف‬ ‫ر‬ ‫ط‬ ‫ال‬ ‫راجيإل‬ ‫ا‬ ‫دق‬ ‫ع‬ ‫ن‬ ‫مض‬ ‫تي‬ ‫و‬ ‫م‬ ‫ت‬ ‫ي‬ ‫مث‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫لو‬ ‫صأل‬ ‫ا‬ ‫ك‬ ‫ل‬ ‫م‬ ‫ت‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫نا‬ ‫ي‬ ‫ك‬ : ‫ر‬ ‫جؤم‬ ‫ال‬ • .‫اهريجأت‬ ‫م‬ ‫ادختسال‬ ‫ر‬ ‫ج‬ ‫ؤ‬ ‫م‬ ‫ال‬ ‫ع‬ ‫ف‬ ‫د‬ ‫ي‬ ‫ي‬ ‫ذال‬ ‫نا‬ ‫ي‬ ‫ك‬ : ‫رجأتس‬ ‫م‬ ‫ال‬ • . ‫كل‬ ‫ذ‬ ‫ك‬ ‫ل‬ ‫م‬ ‫ت‬ ‫ال‬ ‫ن‬ ‫ك‬ ‫ل‬ ‫و‬ ‫ل‬ ‫صألا‬ ‫ف‬ ‫ي‬ ‫لوخدال‬ ‫ىإل‬ ‫يحصال‬‫ة‬ ‫ةياعرال‬ ‫مدقم‬ ‫ررقي‬ ‫دق‬ : ‫ب‬ ‫ا‬ ‫ب‬ ‫سأ‬ ‫ة‬ ‫دع‬ ‫ل‬ ‫راجيإل‬ ‫ا‬ ‫دق‬ ‫ع‬ ‫ت‬ ‫ا‬ ‫بيت‬ ‫رت‬ ‫ةن‬ ‫زاومال‬ ‫ت‬ ‫ا‬ ‫ب‬ ‫لط‬ ‫ة‬ ‫ي‬ ‫طار‬ ‫ق‬ ‫وري‬ ‫ب‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ر‬ ‫ي‬ ‫خ‬ ‫أت‬ ‫ال‬ ‫ب‬ ‫ن‬ ‫ج‬ ‫ت‬ -0 .‫ةيالمسأرال‬ . ‫يج‬ ‫و‬ ‫لون‬ ‫كت‬ ‫ال‬ ‫مدا‬ ‫ق‬ ‫ت‬ ‫ال‬ ‫ب‬ ‫ن‬ ‫جت‬ - 0 ‫ل‬ ‫ض‬ ‫ف‬ ‫أ‬ ‫ة‬ ‫ن‬ ‫ا‬ ‫ي‬ ‫ص‬ ‫ت‬ ‫امد‬ ‫خ‬ ‫ىل‬ ‫ع‬ ‫ل‬ ‫و‬ ‫ص‬ ‫حال‬ -5 . ‫ة‬ ‫ح‬ ‫ار‬ ‫ل‬ ‫ل‬ ‫حامسال‬ -4 Two types of leases: • Operating lease-service equipment leased for periods shorter than the equipment’s economic life. • This type of leasing arrangement can be canceled at any time without penalty, but there is no option to purchase the asset once the lease has expired. : ‫ر‬ ‫اجيإل‬ ‫ا‬ ‫دوق‬ ‫ع‬ ‫ن‬ ‫م‬ ‫ن‬ ‫ي‬ ‫عون‬ ‫ت‬ ‫ا‬ ‫ر‬ ‫ت‬ ‫فل‬ ‫ةر‬ ‫ج‬ ‫ؤ‬ ‫م‬ ‫ة‬ ‫م‬ ‫د‬ ‫خ‬ ‫ر‬ ‫اجيإل‬ ‫ا‬ ‫لي‬ ‫غش‬ ‫ت‬ ‫ال‬ ‫تاد‬ ‫ع‬ ‫م‬ • . ‫و‬ ‫تادعمالو‬ ‫ا‬‫ال‬‫تق‬‫ص‬‫ا‬‫د‬‫ي‬‫ة‬ ‫يحال‬‫ا‬‫ة‬ ‫نم‬ ‫أ‬‫ق‬‫رص‬ ‫يأ‬ ‫ف‬ ‫ي‬ ‫تال‬‫أ‬‫ج‬‫ي‬‫ر‬ ‫ال‬ ‫ت‬ ‫ر‬ ‫ت‬ ‫ي‬ ‫ب‬ ‫نم‬ ‫عونال‬ ‫اذه‬ ‫ءاغإل‬ ‫نكمي‬ • ‫ء‬ ‫ارشل‬ ‫را‬ ‫ي‬ ‫خ‬ ‫ي‬ ‫أ‬ ‫د‬ ‫جوي‬ ‫ال‬ ‫ن‬ ‫ك‬ ‫ل‬ ‫و‬ ، ‫ة‬ ‫ب‬ ‫وق‬ ‫ع‬ ‫ن‬ ‫و‬ ‫د‬ ‫ت‬ ‫قو‬ . ‫ر‬ ‫اجيإل‬ ‫ا‬ ‫دق‬ ‫ع‬ ‫ءا‬ ‫ه‬ ‫تن‬ ‫ا‬ ‫د‬ ‫رجمب‬ ‫ل‬ ‫و‬ ‫صألا‬ ‫ع‬ ‫ي‬ ‫مج‬ ‫ل‬ ‫ل‬ ‫صأل‬ ‫ا‬ ‫ر‬ ‫ي‬ ‫جأت‬ ‫ال‬ ‫و‬ ‫يل‬ ‫ي‬ ‫وم‬ ‫ت‬ ‫ال‬ ‫ال‬ ‫مال‬ ‫س‬ ‫أر‬ • . ‫لل‬‫ش‬‫ار‬‫ء‬ ‫ا‬‫ال‬‫تق‬‫ص‬‫ا‬‫د‬‫ي‬‫ة‬ ‫يحال‬‫ا‬‫ة‬ ‫ف‬ ‫ي‬ ‫ةنكممال‬ ‫تارايخال‬ ، ‫ةبوقع‬ ‫نود‬ ‫اهؤاغإل‬ ‫نكمي‬ ‫ال‬ ‫تال‬‫أ‬‫ج‬‫ي‬‫ر‬ ‫نم‬ ‫عونال‬ ‫اذه‬ •
  • 31.
    5 ‫نم‬5 ‫ةحفصال‬ CH8 •Capital Lease-lease the asset for all of its economic life possible option to buy. • This type of lease cannot be cancelled without penalty, and at the end of the lease period, the lessee may have the option to purchase the asset. ‫ر‬ ‫ا‬ ‫ي‬ ‫خ‬ ‫رجأتس‬ ‫م‬ ‫ل‬ ‫ل‬ ‫ن‬ ‫وكي‬ ‫د‬ ‫ق‬ ، ‫راجيإل‬ ‫ا‬ ‫ة‬ ‫ر‬ ‫ت‬ ‫ف‬ ‫ةي‬ ‫اه‬ ‫ن‬ ‫يفو‬ ‫ل‬ ‫صأل‬ ‫ا‬ ‫ءارش‬ Lease versus Purchase Decision ‫ء‬ ‫ار‬ ‫ش‬ ‫رارق‬ ‫ل‬ ‫ب‬ ‫اق‬ ‫م‬ ‫ر‬ ‫ي‬ ‫جأت‬ Decision whether to buy or lease a needed asset: • Compare present value cost of a buy decision with the present value cost of a lease over a specified time. • The option with the lower present value cost is preferable. • Many factors must be considered. : ‫لطمال‬‫و‬‫ةب‬ ‫لوصألا‬ ‫ا‬‫س‬‫ت‬‫ئ‬‫ج‬‫ا‬‫ر‬ ‫وأ‬ ‫ءارشل‬ ‫ءاوس‬ ‫رارق‬ ‫ة‬ ‫فل‬ ‫ك‬ ‫ت‬ ‫ع‬ ‫م‬ ‫ءارش‬ ‫رارقلل‬ ‫ةي‬ ‫الح‬ ‫ال‬ ‫ةم‬ ‫ي‬ ‫قال‬ ‫ة‬ ‫فل‬ ‫ك‬ ‫ت‬ ‫ة‬ ‫ن‬ ‫راقم‬ • . ‫ةددحم‬ ‫ةينمز‬ ‫ف‬ ‫ت‬ ‫ر‬ ‫ة‬ ‫لالخ‬ ‫راجيإلا‬ ‫قعل‬‫د‬ ‫يالحال‬‫ة‬ ‫يقال‬‫م‬‫ة‬ ‫وه‬ ‫يالحال‬‫ة‬ ‫يقال‬‫م‬‫ة‬ ‫ا‬‫ن‬‫خ‬‫اف‬‫ض‬ ‫ت‬ ‫ك‬ ‫ل‬ ‫ف‬ ‫ة‬ ‫عم‬ ‫رايخال‬ • .‫ا‬‫أل‬‫لضف‬ . ‫ل‬ ‫م‬ ‫اوعال‬ ‫ن‬ ‫م‬ ‫ديدعال‬ ‫ي‬ ‫ف‬ ‫ر‬ ‫ظ‬ ‫ن‬ ‫ال‬ ‫ب‬ ‫جي‬ • Summary • Three ways to finance debt • Using debt (liabilities) • Using equity • Combination of debt and equity ‫ن‬ ‫ويدال‬ ‫لي‬ ‫وم‬ ‫ت‬ ‫ل‬ ‫ق‬ ‫ر‬ ‫ط‬ ‫ثال‬ ‫ث‬ • ) ‫م‬ ‫و‬ ‫ص‬ ‫خ‬ ‫ال‬ ( ‫ن‬ ‫ي‬ ‫دال‬ ‫مادخ‬ ‫ت‬ ‫سا‬ • ‫م‬ ‫هسأل‬ ‫ا‬ ‫ق‬ ‫ي‬ ‫رط‬ ‫ن‬ ‫ع‬ • ‫م‬ ‫ه‬ ‫سأل‬ ‫ا‬ ‫و‬ ‫ن‬ ‫ي‬ ‫دال‬ ‫ن‬ ‫ي‬ ‫ب‬ ‫ع‬ ‫مجال‬ •
  • 32.
    6 ‫نم‬1 ‫ةحفصال‬ CH9 UsingCost Information to Make Special Decisions ‫ة‬ ‫ص‬ ‫ا‬ ‫خ‬ ‫ت‬ ‫ار‬ ‫ا‬ ‫رق‬ ‫ذ‬ ‫اخت‬ ‫ا‬ ‫ىإل‬ ‫ة‬ ‫ف‬ ‫لكت‬ ‫ال‬ ‫تام‬ ‫ولعم‬ ‫م‬ ‫ا‬ ‫د‬ ‫خت‬ ‫ساب‬ Learning Objectives • Define fixed and variable costs • Compute price, fixed cost, variable cost per unit, or quality given to others • Construct and interpret a break even chart • Apply the concepts of contribution margin and product margin ‫ةري‬ ‫غ‬ ‫ت‬ ‫م‬ ‫و‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫د‬ ‫ي‬ ‫دحت‬ ‫ةري‬ ‫غ‬ ‫ت‬ ‫م‬ ‫ال‬ ‫ةفل‬ ‫كت‬ ‫ال‬ ‫و‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ة‬ ‫فل‬ ‫كت‬ ‫ال‬ ‫و‬ ، ‫ب‬ ‫اس‬ ‫ح‬ ‫رعس‬ ‫ن‬ ‫ي‬ ‫ر‬ ‫خ‬ ‫آل‬ ‫ل‬ ‫ة‬ ‫ني‬ ‫عم‬ ‫ةي‬ ‫عو‬ ‫ن‬ ‫وأ‬ ، ‫ةد‬ ‫ح‬ ‫ولل‬ ‫ي‬ ‫ن‬ ‫ا‬ ‫يب‬ ‫ال‬ ‫مس‬ ‫ر‬ ‫ال‬ ‫ل‬ ‫داع‬ ‫ت‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫سف‬ ‫ت‬ ‫و‬ ‫ءا‬ ‫ن‬ ‫ب‬ ‫نمال‬‫ت‬‫ج‬ ‫شماهو‬ ‫ةمهاسمال‬ ‫شماه‬ ‫ميهافم‬ ‫ت‬ ‫ط‬ ‫ب‬ ‫ي‬ ‫ق‬ Special Decisions ‫ة‬ ‫ص‬ ‫اخال‬ ‫ت‬ ‫ارارق‬ ‫ال‬ Special decisions: They are made on an as needed basis as opposed to a standard schedule. Examples:  Should we offer a particular service or a group of services?  Should we replace equipment? • They focus primarily on financial concerns, nonfinancial criteria must be considered when making special decisions. • Nonfinancial criteria may outweigh financial criteria. : ‫ة‬ ‫ص‬ ‫اخال‬ ‫ت‬ ‫ارارق‬ ‫ال‬ ‫ن‬ ‫م‬ ‫ال‬ ‫د‬ ‫ب‬ ‫ب‬ ‫و‬ ‫لطم‬ ‫و‬ ‫ه‬ ‫ا‬ ‫م‬ ‫س‬ ‫اس‬ ‫أ‬ ‫ىل‬ ‫ع‬ ‫ة‬ ‫عونص‬ ‫م‬ ‫يه‬ ‫و‬ . ‫يسا‬ ‫ي‬ ‫ق‬ ‫ي‬ ‫ن‬ ‫م‬ ‫ز‬ ‫لودج‬ : ‫ك‬ ‫ل‬ ‫ذ‬ ‫ىل‬ ‫ع‬ ‫ةل‬ ‫ث‬ ‫مأل‬ ‫ا‬  ‫ن‬ ‫م‬ ‫ة‬ ‫عوم‬ ‫ج‬ ‫م‬ ‫و‬ ‫أ‬ ‫ةني‬ ‫عم‬ ‫ة‬ ‫م‬ ‫د‬ ‫خ‬ ‫مد‬ ‫ق‬ ‫ن‬ ‫ن‬ ‫أ‬ ‫بجي‬ ‫؟تامدخال‬  ‫؟ت‬ ‫اد‬ ‫ع‬ ‫م‬ ‫ال‬ ‫ال‬ ‫د‬ ‫بت‬ ‫سا‬ ‫ا‬ ‫ني‬ ‫لع‬ ‫بجي‬ ‫ف‬ ‫وا‬ ‫خم‬ ‫ال‬ ‫ىل‬ ‫ع‬ ‫ل‬ ‫وأل‬ ‫ا‬ ‫ما‬ ‫ق‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ز‬ ‫كرت‬ ‫ي‬ ‫ه‬ ‫و‬ • ‫دنع‬ ‫يالمال‬‫ة‬ ‫يغ‬‫ر‬ ‫اعمال‬‫ي‬‫ي‬‫ر‬ ‫ف‬ ‫ي‬ ‫رظنال‬ ‫بجي‬ ، ‫ةيالمال‬ . ‫ة‬ ‫ص‬ ‫اخ‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫رارقال‬ ‫ذاخت‬ ‫ا‬ . ‫ةيالمال‬ ‫اعمال‬‫ي‬‫ي‬‫ر‬ ‫ت‬ ‫ف‬ ‫و‬ ‫ق‬ ‫دق‬ ‫يالمال‬‫ة‬ ‫يغ‬‫ر‬ ‫اعمال‬‫ي‬‫ي‬‫ر‬ • Break Even Analysis ‫لي‬ ‫لحت‬ ‫ال‬ ‫ى‬ ‫ت‬ ‫ح‬ ‫رسك‬ Tools help make these decisions: Break even analysis: A technique to analyze the relationship among revenue , cost and volume. • Also called Cost-Volume-Profit (CVP) analysis. • Approach can determine price, charges, and reimbursement. : ‫ت‬ ‫ا‬ ‫ر‬ ‫ا‬ ‫رقال‬ ‫هذ‬ ‫ه‬ ‫لع‬ ‫ج‬ ‫ىل‬ ‫ع‬ ‫دعاس‬ ‫ت‬ ‫ت‬ ‫اودأ‬ : ‫ل‬ ‫ي‬ ‫لحت‬ ‫ال‬ ‫ى‬ ‫ت‬ ‫ح‬ ‫رسك‬ ‫ةفل‬ ‫كت‬ ‫ال‬ ‫و‬ ‫تادار‬ ‫ي‬ ‫إلا‬ ‫ن‬ ‫ي‬ ‫ب‬ ‫ة‬ ‫ق‬ ‫ال‬ ‫ع‬ ‫ال‬ ‫ل‬ ‫ي‬ ‫لحتل‬ ‫ة‬ ‫ين‬ ‫قت‬ ‫كا‬ ‫ن‬ ‫ه‬ ‫و‬ . ‫م‬ ‫جحو‬ ( ‫ةفل‬ ‫كت‬ ‫ال‬ ‫ح‬ ‫ب‬ ‫رال‬ ‫م‬ ‫جح‬ ‫ت‬ ‫ا‬ ‫ذ‬ ‫ا‬ ‫ع‬ ‫د‬ ‫ام‬ ‫ك‬ •CVP ) . ‫ال‬‫ت‬ ‫ح‬‫ل‬‫ي‬ ‫ل‬ . ‫د‬ ‫ادسال‬ ‫و‬ ، ‫م‬ ‫و‬ ‫سر‬ ‫ال‬ ‫و‬ ، ‫رعسال‬ ‫ديدح‬ ‫ت‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ ‫ج‬ ‫هن‬ • Break Even equation Revenue=Cost Formula to determine total revenues: Total revenue=Price x Quantity • Where quantity is used to represent number of visits, patients, services etc. Price X Quantity = Total Costs • This shown in row II in Exhibit 9.3. ‫ة‬ ‫لدا‬ ‫ع‬ ‫م‬ ‫ال‬ ‫ى‬ ‫ت‬ ‫ح‬ ‫رسك‬ ‫ة‬ ‫ف‬ ‫ل‬ ‫ك‬ ‫ت‬ ‫ال‬ = ‫تادار‬ ‫ي‬ ‫إلا‬ : ‫ت‬ ‫ا‬ ‫دار‬ ‫ي‬ ‫إلا‬ ‫يال‬ ‫م‬ ‫جإ‬ ‫د‬ ‫ي‬ ‫دحت‬ ‫ل‬ ‫ة‬ ‫غ‬ ‫ي‬ ‫ص‬ ‫رعسال‬ = ‫تاداريإلا‬ ‫يالمجإ‬X ‫يمكال‬‫ة‬ ، ‫ةرم‬ ‫نم‬ ‫ددع‬ ‫ل‬ ‫ت‬ ‫م‬ ‫ث‬ ‫ي‬ ‫ل‬ ‫ةيمك‬ ‫مادختسا‬ ‫الح‬ ‫ف‬ ‫ي‬ • ‫خ‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫مدخال‬ ‫و‬ ، ‫ىضرمالو‬ ‫رعس‬X ‫في‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫عومجم‬ = ‫ة‬ ‫ي‬ ‫م‬ ‫ك‬ ‫ال‬ .3.9 ‫ق‬ ‫ح‬ ‫ل‬ ‫مال‬ ‫ي‬ ‫ف‬ ‫ي‬ ‫ن‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ف‬ ‫ص‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ن‬ ‫يب‬ ‫م‬ ‫وه‬ ‫اذه‬ •
  • 33.
    CH9 The Role ofFixed Costs : Fixed costs: Costs that stay the same in total over the relevant range but change inversely on a per unit basis as activity changes. • The average fixed cost per visit is inversely related to volume as long as total fixed cost remains constant. There are two major errors that must be avoided when using fixed cost information to make decisions: 1. assuming that cost per unit does not change when volume changes. 2. using fixed cost per unit derived at one level to forecast total fixed costs at another level. : ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫في‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫رود‬ ‫ت‬ ‫ن‬ ‫ا‬ ‫ك‬ ‫ا‬ ‫م‬ ‫ىل‬ ‫ع‬ ‫ىق‬ ‫ب‬ ‫ت‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ : ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ر‬ ‫يي‬ ‫غت‬ ‫ن‬ ‫ك‬ ‫ل‬ ‫و‬ ‫ة‬ ‫ل‬ ‫صال‬ ‫ت‬ ‫ا‬ ‫ذ‬ ‫ة‬ ‫عو‬ ‫م‬ ‫جم‬ ‫لال‬ ‫خ‬ ‫ه‬ ‫ي‬ ‫لع‬ ‫تار‬ ‫يي‬ ‫غت‬ ‫اه‬ ‫ن‬ ‫أ‬ ‫س‬ ‫اس‬ ‫أ‬ ‫ىل‬ ‫ع‬ ‫ة‬ ‫د‬ ‫حو‬ ‫ل‬ ‫ك‬ ‫ىل‬ ‫ع‬ ‫ا‬ ‫ي‬ ‫سكع‬ .‫نال‬‫ش‬‫ا‬‫ط‬ ‫ا‬ ‫ي‬ ‫سكع‬ ‫ةرا‬ ‫ي‬ ‫ز‬ ‫ل‬ ‫كل‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ة‬ ‫فل‬ ‫كت‬ ‫ال‬ ‫ط‬ ‫س‬ ‫وت‬ ‫م‬ ‫ط‬ ‫بت‬ ‫ر‬ ‫ي‬ • . ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫م‬ ‫جإلا‬ ‫ة‬ ‫فل‬ ‫كت‬ ‫ال‬ ‫ت‬ ‫ي‬ ‫قب‬ ‫ا‬ ‫م‬ ‫ال‬ ‫ط‬ ‫م‬ ‫جح‬ ‫ع‬ ‫م‬ ‫اه‬ ‫بن‬ ‫جت‬ ‫ب‬ ‫جي‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ى‬ ‫ر‬ ‫ب‬ ‫ك‬ ‫ال‬ ‫ء‬ ‫ا‬ ‫طخألا‬ ‫ن‬ ‫م‬ ‫ن‬ ‫اعو‬ ‫ن‬ ‫كا‬ ‫ن‬ ‫ه‬ ‫ذاخت‬ ‫ال‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ة‬ ‫فل‬ ‫ك‬ ‫ت‬ ‫ت‬ ‫ا‬ ‫مول‬ ‫ع‬ ‫م‬ ‫ال‬ ‫مادخ‬ ‫ت‬ ‫سا‬ ‫د‬ ‫ن‬ ‫ع‬ : ‫ت‬ ‫ارارق‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ت‬ ‫ت‬ ‫ال‬ ‫ةد‬ ‫ح‬ ‫و‬ ‫ل‬ ‫ك‬ ‫ل‬ ‫ةفل‬ ‫كت‬ ‫ال‬ ‫ن‬ ‫أ‬ ‫ضار‬ ‫ت‬ ‫فا‬ ‫ىل‬ ‫ع‬ .1 . ‫مجح‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ت‬ ‫ت‬ ‫امد‬ ‫ن‬ ‫ع‬ ‫ي‬ ‫ف‬ ‫ةق‬ ‫ت‬ ‫شم‬ ‫ةد‬ ‫حو‬ ‫ل‬ ‫كل‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ة‬ ‫فل‬ ‫كت‬ ‫ال‬ ‫م‬ ‫ادختس‬ ‫ا‬ .2 ‫لع‬‫ى‬ ‫ةيالمجإلا‬ ‫ال‬ ‫ث‬ ‫ا‬ ‫ب‬ ‫ت‬ ‫ة‬ ‫ال‬ ‫ت‬ ‫ك‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ال‬ ‫ت‬ ‫ن‬ ‫ب‬ ‫ؤ‬ ‫دحاو‬ ‫تسم‬‫و‬‫ى‬ . ‫رخآ‬ ‫ى‬ ‫وتسم‬ This example illustrates the two major attributes of fixed costs: 1Fixed costs stay the same in total as volume increases; hence, the term fixed (in Exhibit 9.2 they remained at $200,000). 2 Fixed costs per unit change inversely with volume (in Exhibit 9.2 they decreased from an average of $200 per visit to $40 per visit as volume increased from 1,000 to 5,000 visits. ‫نم‬ ‫ال‬ ‫ر‬ ‫ئ‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ة‬ ‫تامسال‬ ‫نم‬ ‫ا‬ ‫ث‬ ‫ن‬ ‫ي‬ ‫ن‬ ‫الثمال‬ ‫اذه‬ ‫حضوي‬ : ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫د‬ ‫ي‬ ‫زي‬ ‫ا‬ ‫مك‬ ‫عومج‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫اه‬ ‫سفن‬ ‫ىق‬ ‫ب‬ ‫ت‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ 1 ‫ق‬ ‫ح‬ ‫ل‬ ‫مال‬ ‫ي‬ ‫ف‬ ( ‫ة‬ ‫ددح‬ ‫م‬ ‫ةد‬ ‫م‬ ‫نإف‬ ، ‫يال‬ ‫ت‬ ‫ال‬ ‫ب‬ ‫و‬ . ‫م‬ ‫جح‬ ‫ن‬ ‫م‬ .)$ 222،222 ‫ي‬ ‫ف‬ ‫ت‬ ‫لظ‬ ‫اه‬ ‫ن‬ ‫أ‬ 3.2 ‫م‬ ‫جح‬ ‫ع‬ ‫م‬ ‫اي‬ ‫سكع‬ ‫ر‬ ‫ي‬ ‫غت‬ ‫ةد‬ ‫حو‬ ‫ل‬ ‫كل‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ 2 222 ‫طسو‬ ‫ت‬ ‫م‬ ‫ن‬ ‫م‬ ‫ت‬ ‫ض‬ ‫فخ‬ ‫ن‬ ‫ا‬ ‫اه‬ ‫ن‬ ‫أ‬ 3.2 ‫ق‬ ‫ح‬ ‫ل‬ ‫مال‬ ‫ي‬ ‫ف‬ ( ‫م‬ ‫جح‬ ‫ث‬ ‫ي‬ ‫ح‬ ‫ن‬ ‫م‬ ‫ةرا‬ ‫ي‬ ‫ز‬ ‫ل‬ ‫ك‬ ‫ل‬ $ 02 ‫ى‬ ‫إل‬ ‫ةرا‬ ‫ي‬ ‫ز‬ ‫ل‬ ‫كل‬ $ . ‫ةر‬ ‫م‬ 0222 ‫ىإل‬1222 ‫ن‬ ‫م‬ ‫ع‬ ‫فت‬ ‫را‬ ‫ةراجتال‬ The Role of Variable Costs: Variable Costs; costs that stay the same per unit but change directly in total with a change in activity over the relevant range. The two major characteristics of variable costs have been identified, and they are just the opposite of those for fixed costs: 1. Total variable costs change directly with a change in activity. 2. Variable cost per unit stays the same with a change in activity. : ‫ةري‬ ‫غ‬ ‫ت‬ ‫م‬ ‫ال‬ ‫في‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫رود‬ ‫ل‬ ‫ك‬ ‫ي‬ ‫ف‬ ‫اه‬ ‫سفن‬ ‫ىق‬ ‫ب‬ ‫ت‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫؛ةري‬ ‫غ‬ ‫ت‬ ‫م‬ ‫را‬ ‫ع‬ ‫سا‬ ‫ر‬ ‫يي‬ ‫غت‬ ‫ع‬ ‫م‬ ‫عو‬ ‫م‬ ‫ج‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ةرشاب‬ ‫م‬ ‫ري‬ ‫ي‬ ‫غت‬ ‫ن‬ ‫ك‬ ‫ل‬ ‫و‬ ‫ة‬ ‫دحو‬ . ‫ة‬ ‫ل‬ ‫ص‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ذ‬ ‫ة‬ ‫ع‬ ‫ومج‬ ‫م‬ ‫ى‬ ‫لع‬ ‫ط‬ ‫ا‬ ‫ش‬ ‫نال‬ ‫يف‬ ‫ن‬ ‫م‬ ‫ن‬ ‫ين‬ ‫ث‬ ‫ا‬ ‫ة‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ئ‬ ‫ر‬ ‫ال‬ ‫ص‬ ‫ئ‬ ‫اص‬ ‫خ‬ ‫ال‬ ‫د‬ ‫ي‬ ‫دح‬ ‫ت‬ ‫م‬ ‫ت‬ ‫د‬ ‫قو‬ ‫ت‬ ‫ل‬ ‫ك‬ ‫سكع‬ ‫ىوس‬ ‫ل‬ ‫ي‬ ‫س‬ ‫ت‬ ‫اهنأو‬ ، ‫تمال‬‫غ‬‫ي‬‫ر‬‫ة‬ ‫ال‬ ‫ت‬ ‫ك‬ ‫ال‬ ‫ي‬ ‫ف‬ : ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ع‬ ‫م‬ ‫ةر‬ ‫ش‬ ‫ا‬ ‫ب‬ ‫م‬ ‫ري‬ ‫غت‬ ‫ت‬ ‫ةري‬ ‫غ‬ ‫ت‬ ‫م‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ع‬ ‫و‬ ‫مج‬ ‫م‬ .1 . ‫ط‬ ‫اشنال‬ ‫ي‬ ‫ف‬ ‫ر‬ ‫يي‬ ‫غت‬ ‫ر‬ ‫يي‬ ‫غت‬ ‫ع‬ ‫م‬ ‫ه‬ ‫سفن‬ ‫ىق‬ ‫ب‬ ‫ي‬ ‫ة‬ ‫دح‬ ‫و‬ ‫ل‬ ‫ك‬ ‫ل‬ ‫ةري‬ ‫غ‬ ‫ت‬ ‫م‬ 6 ‫نم‬2 ‫ةحفصال‬
  • 34.
    CH9 Formula: Total variable costs=variablecost per unit x number of units per activity ‫ةري‬ ‫غ‬ ‫ت‬ ‫م‬ ‫ال‬ ‫ةفل‬ ‫كت‬ ‫ال‬ = ‫ةري‬ ‫غ‬ ‫ت‬ ‫م‬ ‫ال‬ ‫في‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫عومجم‬ ‫ط‬ ‫ا‬ ‫ش‬ ‫نال‬ ‫ي‬ ‫ف‬ ‫ت‬ ‫ا‬ ‫دح‬ ‫و‬ ‫ال‬ ‫دد‬ ‫ع‬ × ‫ة‬ ‫دح‬ ‫ولل‬ Exhibit 9.7 summarizes and compares the major characteristics of fixed and variable costs in relation to volume within a relevant range. Fixed costs stay the same in total but change per unit as volume changes, whereas variable costs change in total but remain constant per unit with changes in volume. ‫ة‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ئ‬ ‫رال‬ ‫ص‬ ‫ئ‬ ‫اص‬ ‫خ‬ ‫ال‬ ‫ن‬ ‫راق‬ ‫ي‬ ‫و‬ ‫ص‬ ‫خلي‬ 3.9 ‫لمحي‬ ‫م‬ ‫جح‬ ‫قل‬ ‫ع‬ ‫ت‬ ‫ي‬ ‫ام‬ ‫ي‬ ‫ف‬ ‫ةري‬ ‫غ‬ ‫ت‬ ‫م‬ ‫ال‬ ‫و‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ن‬ ‫م‬ ‫اه‬ ‫سفن‬ ‫ىق‬ ‫ب‬ ‫ت‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ . ‫ة‬ ‫ل‬ ‫ص‬ ‫ت‬ ‫ا‬ ‫ذ‬ ‫ق‬ ‫ا‬ ‫طن‬ ‫ل‬ ‫خاد‬ ‫ي‬ ‫ف‬ ‫ر‬ ‫ي‬ ‫غت‬ ‫ع‬ ‫م‬ ‫ة‬ ‫دح‬ ‫و‬ ‫ي‬ ‫ف‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ت‬ ‫ت‬ ‫ن‬ ‫ك‬ ‫ل‬ ‫و‬ ‫عو‬ ‫م‬ ‫جمال‬ ‫يف‬ ‫ي‬ ‫ف‬ ‫ةري‬ ‫غ‬ ‫ت‬ ‫م‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ت‬ ‫ت‬ ‫ن‬ ‫ي‬ ‫ح‬ ‫ي‬ ‫ف‬ ، ‫ت‬ ‫و‬ ‫صال‬ ‫تار‬ ‫يي‬ ‫غ‬ ‫ت‬ ‫ال‬ ‫ع‬ ‫م‬ ‫ة‬ ‫د‬ ‫حو‬ ‫ل‬ ‫كل‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ىق‬ ‫ب‬ ‫ت‬ ‫ن‬ ‫ك‬ ‫ل‬ ‫و‬ ‫عومجمال‬ . ‫م‬ ‫جح‬ ‫ال‬ ‫يف‬ Break Even Equation ‫ة‬ ‫لدا‬ ‫ع‬ ‫م‬ ‫ال‬ ‫ى‬ ‫ت‬ ‫ح‬ ‫رسك‬ The break even formula can now be expanded and modified to include variable costs as shown in Exhibit 9.3. Price x Volume=Fixed Cost + Variable Cost Price x Volume=Fixed Cost +(Variable Cost x volume) Break even formula can be used to : 1) Find Price 2) Find quantity 3) Find Fixed cost 4) Find Variable cost per unit ‫ع‬ ‫ي‬ ‫سوت‬ ‫ن‬ ‫آلا‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ ‫ة‬ ‫غ‬ ‫ي‬ ‫ص‬ ‫ى‬ ‫ت‬ ‫ح‬ ‫ي‬ ‫ن‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ط‬ ‫وش‬ ‫ال‬ ‫يف‬ ‫ي‬ ‫ف‬ ‫ن‬ ‫يب‬ ‫م‬ ‫وه‬ ‫ام‬ ‫ك‬ ‫ةري‬ ‫غ‬ ‫ت‬ ‫م‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫لمش‬ ‫ت‬ ‫ل‬ ‫اه‬ ‫ل‬ ‫ي‬ ‫دع‬ ‫ت‬ ‫و‬ .3.9 ‫ق‬ ‫حلمال‬ ‫رعس‬X + ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ةفل‬ ‫كت‬ ‫ال‬ = ‫مج‬ ‫ح‬ ‫ال‬ ‫ةري‬ ‫غ‬ ‫ت‬ ‫م‬ ‫ال‬ ‫ةفل‬ ‫كت‬ ‫ال‬ ‫ر‬ ‫عس‬ X ‫ة‬ ‫فل‬ ‫كت‬ ‫ال‬ = ‫مج‬ ‫ح‬ ‫ال‬ ) ‫خ‬ ‫مجح‬ ‫ة‬ ‫فل‬ ‫كت‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ت‬ ‫م‬ ( + ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ : ‫ل‬ ‫اه‬ ‫م‬ ‫ادختس‬ ‫ا‬ ‫ن‬ ‫كمي‬ ‫ة‬ ‫غ‬ ‫ي‬ ‫ص‬ ‫ر‬ ‫سك‬ ‫ى‬ ‫ت‬ ‫ح‬ ‫ر‬ ‫اع‬ ‫سأل‬ ‫ا‬ ‫ن‬ ‫ع‬ ‫ث‬ ‫حبال‬ )1 ‫ةي‬ ‫م‬ ‫ك‬ ‫ال‬ ‫ن‬ ‫ع‬ ‫ث‬ ‫حبال‬ )2 ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ة‬ ‫فل‬ ‫كت‬ ‫ال‬ ‫ن‬ ‫ع‬ ‫ث‬ ‫حبال‬ )9 ‫ة‬ ‫دح‬ ‫و‬ ‫ل‬ ‫ل‬ ‫ةري‬ ‫غ‬ ‫ت‬ ‫م‬ ‫ال‬ ‫ة‬ ‫ف‬ ‫ل‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫داجي‬ ‫إ‬ )0 Break Even Analysis ‫لي‬ ‫لحت‬ ‫ال‬ ‫ى‬ ‫ت‬ ‫ح‬ ‫رسك‬ • Economies of scale is the cost advantage that arises with increased output of a product. Economies of scale arise because of the inverse relationship between the quantity produced and per-unit fixed costs; i.e. the greater the quantity of a good produced, the lower the per-unit fixed cost because these costs are shared over a larger number of goods. There are four methods to apply economy of scale principles to affect health care: 1) Scale up volume. 2) Reduce costs. 3) Alter fixed and variable cost structure. ‫ع‬ ‫م‬ ‫أشن‬ ‫ت‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ةفل‬ ‫كت‬ ‫ال‬ ‫ةزي‬ ‫م‬ ‫وه‬ ‫مج‬ ‫ح‬ ‫ال‬ ‫ت‬ ‫ارو‬ ‫ف‬ ‫و‬ • ‫ب‬ ‫س‬ ‫ب‬ ‫ب‬ ‫ت‬ ‫ن‬ ‫ش‬ ‫أ‬ ‫مجحال‬ ‫تاروفو‬ . ‫لل‬‫م‬‫ن‬ ‫ت‬ ‫ج‬ ‫ا‬‫ال‬‫ن‬‫ت‬‫ا‬‫ج‬ ‫ةدايز‬ ‫ة‬ ‫دح‬ ‫و‬ ‫لك‬ ‫ل‬ ‫و‬ ‫ةجت‬ ‫ن‬ ‫م‬ ‫ال‬ ‫ةي‬ ‫م‬ ‫ك‬ ‫ال‬ ‫ن‬ ‫ي‬ ‫ب‬ ‫ة‬ ‫ي‬ ‫سك‬ ‫عال‬ ‫ةقال‬ ‫ع‬ ‫ال‬ ‫لس‬‫ع‬‫ة‬ ‫نم‬ ‫ةيمك‬ ‫تداز‬ ‫لك‬‫م‬‫ا‬ ‫يأ‬ . ‫ال‬ ‫ث‬ ‫ا‬ ‫ب‬ ‫ت‬ ‫ة‬ ‫ال‬ ‫ت‬ ‫ك‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫هذهل‬ ‫ال‬ ‫ث‬ ‫ا‬ ‫ب‬ ‫ت‬ ‫ة‬ ‫ال‬ ‫ت‬ ‫ك‬ ‫ل‬ ‫ف‬ ‫ة‬ ‫ةدحو‬ ‫ف‬ ‫ي‬ ‫ض‬ ‫او‬‫ن‬‫خ‬‫اف‬ ، ‫ةجتنمال‬ . ‫بال‬ ‫ض‬‫ا‬‫ئ‬ ‫ع‬ ‫نم‬ ‫أ‬‫ك‬‫ب‬‫ر‬ ‫ددع‬ ‫لع‬‫ى‬ ‫تشمال‬‫ر‬‫ةك‬ ‫ال‬ ‫ت‬ ‫ك‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ىل‬ ‫ع‬ ‫ئ‬ ‫دا‬ ‫ب‬ ‫م‬ ‫ال‬ ‫د‬ ‫اصت‬ ‫قا‬ ‫ق‬ ‫يب‬ ‫ط‬ ‫ت‬ ‫ل‬ ‫بي‬ ‫الس‬ ‫أ‬ ‫ةع‬ ‫ب‬ ‫رأ‬ ‫كا‬ ‫ن‬ ‫ه‬ : ‫ة‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ى‬ ‫لع‬ ‫ر‬ ‫ث‬ ‫ؤت‬ ‫و‬ ‫ق‬ ‫ا‬ ‫طن‬ . ‫ت‬ ‫و‬ ‫ص‬ ‫ال‬ ‫ى‬ ‫وتس‬ ‫م‬ ‫ع‬ ‫فر‬ )1 . ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ض‬ ‫فخ‬ )2 . ‫ةري‬ ‫غ‬ ‫ت‬ ‫م‬ ‫ال‬ ‫و‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫في‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫لك‬ ‫ي‬ ‫ه‬ ‫ل‬ ‫ي‬ ‫د‬ ‫ب‬ ‫ت‬ )9 . ‫ال‬ ‫مع‬ ‫ألا‬ ‫جذومن‬ ‫را‬ ‫ك‬ ‫تب‬ ‫ا‬ )0 6 ‫نم‬3 ‫ةحفصال‬
  • 35.
    CH9 Break even equation‫ة‬ ‫لدا‬ ‫ع‬ ‫م‬ ‫ال‬ ‫ر‬ ‫سك‬ ‫ى‬ ‫ت‬ ‫ح‬ Break even equation including direct costs, indirect costs and desired profit. (See Exhibit 9.9) direct costs: are those that an organization can measure or trace to a particular patient or service (e.g., the time a nurse or nursing assistant spends with a client) Indirect costs: are those that the organization is not able to associate with a particular patient or service (e.g., the cost of the billing clerk or computer system). ‫ة‬ ‫رشا‬ ‫ب‬ ‫م‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫كل‬ ‫ذ‬ ‫ي‬ ‫ف‬ ‫ام‬ ‫ب‬ ‫ة‬ ‫لدا‬ ‫ع‬ ‫م‬ ‫ال‬ ‫ر‬ ‫سك‬ ‫ى‬ ‫ت‬ ‫ح‬ ‫رظ‬ ‫ن‬ ‫ا‬ ( . ‫ب‬ ‫و‬ ‫لط‬ ‫م‬ ‫ال‬ ‫ح‬ ‫ب‬ ‫رالو‬ ‫ة‬ ‫رشا‬ ‫ب‬ ‫م‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫الو‬ )3.3 ‫قحلمال‬ ‫ة‬ ‫مظن‬ ‫م‬ ‫ل‬ ‫ل‬ ‫ن‬ ‫ك‬ ‫مي‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ك‬ ‫لت‬ ‫ي‬ ‫ه‬ : ‫ةرشاب‬ ‫م‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ىل‬ ‫ع‬ ( ‫ة‬ ‫ني‬ ‫عم‬ ‫ة‬ ‫م‬ ‫د‬ ‫خ‬ ‫و‬ ‫أ‬ ‫ن‬ ‫ي‬ ‫عم‬ ‫ض‬ ‫ي‬ ‫رمل‬ ‫ع‬ ‫بت‬ ‫ت‬ ‫و‬ ‫أ‬ ‫س‬ ‫ا‬ ‫ي‬ ‫ق‬ ‫ض‬ ‫ي‬ ‫رم‬ ‫ت‬ ‫ال‬ ‫و‬ ‫أ‬ ‫ة‬ ‫ض‬ ‫ر‬ ‫مم‬ ‫ت‬ ‫ق‬ ‫و‬ ‫ال‬ ‫ي‬ ‫ف‬ ، ‫ال‬ ‫ث‬ ‫م‬ ‫ال‬ ‫ل‬ ‫يب‬ ‫س‬ ) ‫لي‬ ‫م‬ ‫ع‬ ‫ال‬ ‫ع‬ ‫م‬ ‫ق‬ ‫ف‬ ‫ن‬ ‫ت‬ ‫دعاسم‬ ‫ة‬ ‫م‬ ‫ظ‬ ‫ن‬ ‫م‬ ‫ال‬ ‫ن‬ ‫أ‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ك‬ ‫لت‬ ‫ي‬ ‫ه‬ : ‫ةرشاب‬ ‫م‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫م‬ ‫د‬ ‫خ‬ ‫و‬ ‫أ‬ ‫ن‬ ‫ي‬ ‫عم‬ ‫ض‬ ‫ي‬ ‫رم‬ ‫ع‬ ‫م‬ ‫طب‬ ‫ر‬ ‫ى‬ ‫لع‬ ‫ةردا‬ ‫ق‬ ‫تس‬ ‫ي‬ ‫ل‬ ‫وأ‬ ‫ال‬ ‫ف‬ ‫و‬ ‫ا‬ ‫ت‬ ‫ي‬ ‫ر‬ ‫اك‬‫ت‬‫ب‬ ‫ت‬ ‫ك‬ ‫ل‬ ‫ف‬ ‫ة‬ ‫إف‬‫ن‬ ، ‫الثمال‬ ‫س‬ ‫ب‬ ‫ي‬ ‫ل‬ ‫ىلع‬ ( .) ‫ر‬ ‫ت‬ ‫وي‬ ‫ب‬ ‫م‬ ‫ك‬ ‫ال‬ ‫ماظن‬ Break Even Chart ‫ي‬ ‫ن‬ ‫ا‬ ‫يب‬ ‫ال‬ ‫م‬ ‫سرال‬ ‫ى‬ ‫ت‬ ‫ح‬ ‫رسك‬ Break Even Chart-Graphically displays the relationships in the break even equation. ‫ت‬ ‫ا‬ ‫قال‬ ‫ع‬ ‫ال‬ ‫ض‬ ‫ر‬ ‫عي‬ ‫ا‬ ‫ين‬ ‫ا‬ ‫يب‬ ‫ل‬ ‫ل‬ ‫ي‬ ‫ن‬ ‫ا‬ ‫يب‬ ‫ال‬ ‫م‬ ‫سرال‬ ‫ى‬ ‫ت‬ ‫ح‬ ‫رس‬ ‫ك‬ . ‫ة‬ ‫لدا‬ ‫ع‬ ‫م‬ ‫ال‬ ‫ل‬ ‫داع‬ ‫ت‬ ‫ال‬ ‫يف‬ 6 ‫نم‬4 ‫ةحفصال‬
  • 36.
    CH9 Break even point-is the point where total revenues equal total costs. ‫ت‬ ‫ادار‬ ‫ي‬ ‫إلا‬ ‫يال‬ ‫مج‬ ‫إ‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫ط‬ ‫ق‬ ‫ن‬ ‫ال‬ ‫ي‬ ‫ه‬ ‫ا‬ ‫ن‬ ‫ها‬ ‫ر‬ ‫ر‬ ‫سك‬ ‫ى‬ ‫ت‬ ‫ح‬ . ‫في‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫يال‬ ‫م‬ ‫جإ‬ ‫ي‬ ‫وا‬ ‫سي‬ Contribution Margin ‫شماهال‬ ‫ةمهاسم‬ • A Shortcut to calculating breakeven is (Contribution Margin). Contribution Margin : total revenue minus total variable costs. Total Contribution Margin=Total Revenue -Total Variable Cost Contribution margin per unit = revenue per unit – V.C per unit Break even equation using the contribution margin approach: Break-Even Volume = Fixed Costs / Contribution Margin per Unit ‫ة‬ ‫م‬ ‫ه‬ ‫اسم‬ ( ‫و‬ ‫ه‬ ‫ل‬ ‫داع‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫طقن‬ ‫ب‬ ‫ا‬ ‫سحل‬ ‫ر‬ ‫اصت‬ ‫خا‬ • .)‫شماهال‬ ‫ي‬ ‫ال‬ ‫م‬ ‫جإ‬ ‫ص‬ ‫ق‬ ‫ا‬ ‫ن‬ ‫ت‬ ‫ادار‬ ‫ي‬ ‫إلا‬ ‫يال‬ ‫م‬ ‫جإ‬ : ‫ش‬ ‫م‬ ‫ا‬ ‫ه‬ ‫ال‬ ‫ةم‬ ‫ه‬ ‫اسم‬ . ‫ةري‬ ‫غ‬ ‫ت‬ ‫م‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ، ‫تاداريإلا‬ ‫يالمجإ‬ = ‫ةمهاسمال‬ ‫شماه‬ ‫يالمجإ‬ ‫ةري‬ ‫غ‬ ‫ت‬ ‫م‬ ‫ال‬ ‫ة‬ ‫فل‬ ‫كت‬ ‫ال‬ ‫عومجمال‬ - ‫ةدحو‬ ‫لكل‬ ‫تاداريإلا‬ = ‫لل‬‫و‬‫ةدح‬ ‫ةمهاسمال‬ ‫شماه‬ V.C ‫ةدحو‬ ‫لكل‬ : ‫ة‬ ‫م‬ ‫هاسمال‬ ‫ش‬ ‫م‬ ‫ا‬ ‫ه‬ ‫ج‬ ‫هن‬ ‫مادخ‬ ‫ت‬ ‫ساب‬ ‫ة‬ ‫لدا‬ ‫ع‬ ‫م‬ ‫ال‬ ‫ر‬ ‫سك‬ ‫ى‬ ‫ت‬ ‫ح‬ ‫ةمهاسمال‬ ‫شماه‬ / ‫ال‬ ‫ث‬ ‫ا‬ ‫ب‬ ‫ت‬ ‫ة‬ ‫ال‬ ‫ت‬ ‫ك‬ ‫ال‬ ‫ي‬ ‫ف‬ = ‫تال‬‫ع‬‫ا‬‫د‬‫ل‬ ‫مجح‬ ‫لل‬‫و‬‫ةدح‬ Product Margin ‫ج‬ ‫تن‬ ‫م‬ ‫ال‬ ‫شم‬ ‫ا‬ ‫ه‬ ‫ال‬ Product Margin: Subtracting avoidable fixed cost from the total contribution margin yields product margin Avoidable fixed costs-a fixed cost that can be avoided if a service is not provided. Nonavoidable fixed costs- A fixed cost that will remain even if a specific service is discontinued. Multiple Services: organizational fixed costs and service specific fixed costs. : ‫ج‬ ‫تن‬ ‫م‬ ‫ال‬ ‫شم‬ ‫ا‬ ‫ه‬ ‫ال‬ ‫يال‬ ‫م‬ ‫جإ‬ ‫ن‬ ‫م‬ ‫اه‬ ‫ب‬ ‫ن‬ ‫جت‬ ‫ن‬ ‫ك‬ ‫مي‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ح‬ ‫رط‬ ‫ة‬ ‫م‬ ‫ه‬ ‫اسمال‬ ‫ش‬ ‫م‬ ‫ا‬ ‫ه‬ ‫د‬ ‫ئ‬ ‫او‬ ‫ع‬ ‫ج‬ ‫تن‬ ‫م‬ ‫ال‬ ‫شم‬ ‫ا‬ ‫ه‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ةفل‬ ‫ك‬ ‫ت‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫اه‬ ‫ي‬ ‫داف‬ ‫ت‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ . ‫ة‬ ‫م‬ ‫دخال‬ ‫ر‬ ‫ي‬ ‫ف‬ ‫و‬ ‫ت‬ ‫م‬ ‫ت‬ ‫ي‬ ‫مل‬ ‫اذ‬ ‫إ‬ ‫اه‬ ‫بن‬ ‫جت‬ Nonavoidable ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ costs ‫ة‬ ‫فل‬ ‫كت‬ ‫الو‬ - . ‫ة‬ ‫ني‬ ‫عم‬ ‫ة‬ ‫م‬ ‫د‬ ‫خ‬ ‫فق‬ ‫و‬ ‫ت‬ ‫مت‬ ‫ا‬ ‫ذ‬ ‫إ‬ ‫ى‬ ‫ت‬ ‫ح‬ ‫ىق‬ ‫بت‬ ‫س‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫م‬ ‫ي‬ ‫ظ‬ ‫نت‬ ‫ال‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫في‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ : ‫ة‬ ‫ددع‬ ‫ت‬ ‫م‬ ‫ت‬ ‫امدخ‬ . ‫ةدد‬ ‫ح‬ ‫م‬ ‫ال‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫امدخالو‬ Product Margin Used in Special Decision Making ‫ص‬ ‫اخال‬ ‫رارقال‬ ‫عن‬ ‫ص‬ ‫ي‬ ‫ف‬ ‫ةمدخت‬ ‫س‬ ‫مال‬ ‫ت‬ ‫ا‬ ‫جت‬ ‫ن‬ ‫م‬ ‫ال‬ ‫شما‬ ‫هال‬ The product margin concept is useful to help answer questions related to:  Make or Buy Decisions: After comparing product margins, the alternative with the higher product margin should be chosen.  Adding or Dropping a Service: If proposed service is expected to have a positive product margin it should be added, if lower drop.  Expanding or Reducing Service: Compare both product margins, the higher anticipated product margin should be chosen. ‫ةباجإلا‬ ‫ف‬ ‫ي‬ ‫لل‬‫م‬‫ةدعاس‬ ‫م‬ ‫ف‬ ‫ي‬ ‫د‬ ‫وه‬ ‫نمال‬‫ت‬‫ج‬ ‫شماه‬ ‫موهفم‬ : ‫يل‬ ‫ي‬ ‫ام‬ ‫ب‬ ‫ةقل‬ ‫عت‬ ‫م‬ ‫ال‬ ‫ة‬ ‫ل‬ ‫ئ‬ ‫سألا‬ ‫ىلع‬ : ‫ت‬ ‫ار‬ ‫ا‬ ‫رقال‬ ‫ء‬ ‫ا‬ ‫رش‬ ‫و‬ ‫أ‬ ‫م‬ ‫ي‬ ‫دقت‬ ‫ل‬ ‫ي‬ ‫د‬ ‫ب‬ ‫ال‬ ‫را‬ ‫يت‬ ‫خا‬ ‫يغ‬ ‫بني‬ ‫و‬ ، ‫ج‬ ‫تن‬ ‫م‬ ‫ال‬ ‫ش‬ ‫م‬ ‫او‬ ‫ه‬ ‫ة‬ ‫ن‬ ‫راقم‬ ‫دعب‬ . ‫يال‬ ‫ع‬ ‫ال‬ ‫ج‬ ‫تن‬ ‫م‬ ‫ال‬ ‫شم‬ ‫ا‬ ‫ه‬ ‫ع‬ ‫م‬ : ‫ة‬ ‫مدخ‬ ‫ال‬ ‫ىل‬ ‫ع‬ ‫ط‬ ‫و‬ ‫قس‬ ‫ال‬ ‫و‬ ‫أ‬ ‫ة‬ ‫ف‬ ‫اضإ‬ ‫نمال‬‫ت‬‫ج‬ ‫شماه‬ ‫اهل‬ ‫نوكي‬ ‫نأ‬ ‫تمال‬‫و‬‫عق‬ ‫نم‬ ‫ناك‬ ‫اذإ‬ ‫ض‬ ‫افخ‬ ‫ن‬ ‫ا‬ ‫ى‬ ‫ن‬ ‫د‬ ‫أ‬ ‫ا‬ ‫ذ‬ ‫إ‬ ، ‫ف‬ ‫اض‬ ‫ي‬ ‫ن‬ ‫أ‬ ‫يغ‬ ‫بن‬ ‫ي‬ ‫ي‬ ‫ذال‬ ‫ي‬ ‫ب‬ ‫اجيإل‬ ‫ا‬ . ‫ة‬ ‫حرت‬ ‫ق‬ ‫م‬ ‫ال‬ ‫ة‬ ‫مدخال‬ : ‫ة‬ ‫مدخ‬ ‫ال‬ ‫ص‬ ‫ي‬ ‫لقت‬ ‫و‬ ‫أ‬ ‫ع‬ ‫ي‬ ‫سوت‬ ‫شم‬ ‫ا‬ ‫ه‬ ‫را‬ ‫يت‬ ‫خا‬ ‫يغ‬ ‫بني‬ ‫و‬ ، ‫ج‬ ‫تن‬ ‫م‬ ‫ال‬ ‫ش‬ ‫م‬ ‫او‬ ‫ه‬ ‫ل‬ ‫ك‬ ‫ة‬ ‫ن‬ ‫راقم‬ 6 ‫نم‬5 ‫ةحفصال‬
  • 37.
    6 ‫نم‬6 ‫ةحفصال‬ CH9 Summary •In order to make a decision regarding a service, a break even analysis can be used. • Fixed and variable costs must be understood and used as a tool. • Total contribution and product margins must be understood • All contribute to the decision making process ‫رسك‬ ‫ى‬ ‫ت‬ ‫ح‬ ، ‫ةم‬ ‫د‬ ‫خال‬ ‫نأ‬ ‫ش‬ ‫ي‬ ‫ف‬ ‫را‬ ‫ر‬ ‫ق‬ ‫ذ‬ ‫اخت‬ ‫ا‬ ‫ل‬ ‫ج‬ ‫أ‬ ‫ن‬ ‫م‬ • . ‫اه‬ ‫م‬ ‫ادختس‬ ‫ا‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ ‫ل‬ ‫ي‬ ‫لحت‬ ‫تو‬‫س‬‫ت‬‫خ‬‫مد‬ ‫تمال‬‫غ‬‫ي‬‫ر‬‫ة‬ ‫ال‬ ‫ت‬ ‫ك‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ي‬ ‫ف‬ ‫ه‬ ‫م‬ ‫نأ‬ ‫بجيو‬ ‫ال‬ ‫ث‬ ‫ا‬ ‫ب‬ ‫ت‬ ‫ة‬ • .‫ةادأك‬ ‫ة‬ ‫م‬ ‫هاسمال‬ ‫ش‬ ‫م‬ ‫ا‬ ‫ه‬ ‫ع‬ ‫ومج‬ ‫م‬ ‫ا‬ ‫موه‬ ‫ف‬ ‫م‬ ‫نوكي‬ ‫ن‬ ‫أ‬ ‫ب‬ ‫جي‬ • ‫نمالو‬‫ت‬‫ج‬ ‫رارقال‬ ‫ع‬ ‫ن‬ ‫ص‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫م‬ ‫ع‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫م‬ ‫ه‬ ‫اسمال‬ ‫ع‬ ‫ي‬ ‫مج‬ •
  • 38.
    CH10 Budgeting ‫ةين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫عضو‬ Learning Objectives •State the purpose of budgeting ‫ةين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ض‬ ‫رغ‬ ‫ة‬ ‫ل‬ ‫ودال‬ • • Describe the planning and control cycle and the 5 key ‫داع‬ ‫ب‬ ‫أ‬ 5 ‫و‬ ‫ة‬ ‫ب‬ ‫اق‬ ‫ر‬ ‫ال‬ ‫و‬ ‫ط‬ ‫ي‬ ‫ط‬ ‫خت‬ ‫ال‬ ‫ة‬ ‫رود‬ ‫ف‬ ‫ص‬ ‫و‬ • dimensions of budgeting ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ن‬ ‫م‬ ‫ة‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ئ‬ ‫ر‬ • List the major budgets ‫ةري‬ ‫ب‬ ‫ك‬ ‫ت‬ ‫ا‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ج‬ ‫اردإ‬ • • Construct each of the major budgets ‫ة‬ ‫ر‬ ‫يب‬ ‫ك‬ ‫ت‬ ‫ا‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫نم‬ ‫لك‬ ‫ءاش‬ ‫ن‬ ‫إ‬ • Budgeting ‫ةين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫عضو‬ The budget is one of the most important documents of a health ‫ي‬ ‫ف‬ ‫قئ‬ ‫ا‬ ‫ث‬ ‫وال‬ ‫م‬ ‫ه‬ ‫أ‬ ‫ن‬ ‫م‬ ‫ة‬ ‫دحا‬ ‫و‬ ‫ي‬ ‫ه‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ةق‬ ‫يث‬ ‫و‬ ‫ة‬ ‫ب‬ ‫ا‬ ‫ث‬ ‫مب‬ ‫ي‬ ‫ه‬ ‫و‬ ، ‫ة‬ ‫ي‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫ةي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ةمظنم‬ ‫ة‬ ‫ب‬ ‫قار‬ ‫م‬ ‫ل‬ ‫ة‬ ‫مظن‬ ‫م‬ ‫ل‬ ‫ل‬ ‫ح‬ ‫مست‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫م‬ ‫ك‬ ‫حتال‬ ‫و‬ ‫ة‬ ‫ط‬ ‫خال‬ ‫همادختسا‬ ‫دراومالو‬ ‫تدلو‬ ‫ال‬ ‫ف‬ ‫ع‬ ‫ل‬ ‫ي‬ ‫ة‬ ‫تاداريإلا‬ . ‫ا‬ ‫طط‬ ‫خ‬ ‫م‬ ‫ن‬ ‫ا‬ ‫ك‬ ‫ا‬ ‫م‬ ‫دض‬ : ‫ة‬ ‫رود‬ ‫ة‬ ‫ب‬ ‫ق‬ ‫ا‬ ‫رمو‬ ‫طي‬ ‫طخت‬ : ‫ي‬ ‫ه‬ ‫ة‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ئ‬ ‫ر‬ ‫رصا‬ ‫ن‬ ‫ع‬ ‫ةع‬ ‫ب‬ ‫رأ‬ ‫ي‬ ‫جي‬ ‫ت‬ ‫ار‬ ‫ت‬ ‫سالا‬ ‫ط‬ ‫ي‬ ‫ط‬ ‫خت‬ ‫ال‬ .1 ‫طي‬ ‫ط‬ ‫خت‬ ‫ال‬ .2 ‫ذ‬ ‫ي‬ ‫ف‬ ‫ن‬ ‫ت‬ .3 ‫ة‬ ‫رط‬ ‫ي‬ ‫سال‬ .4 care organization , it serves as a plan and control document that allow an organization to monitor the actual revenues generated and its use resources against what was planned. The planning and control cycle: Four major components: 1. Strategic Planning 2. Planning 3. Implementation 4. Controlling Strategic Planning ‫ي‬ ‫جي‬ ‫ت‬ ‫ار‬ ‫ت‬ ‫سا‬ ‫طي‬ ‫طخت‬ • Strategic Planning- Identifying an organization’s mission, goal, and strategy to best position itself for the future. • The major activity of the strategic planning is to assess the organization’s external and internal environments. • The organization mission is usually set forth in a mission statement. • Mission Statement- guides the organization into the future by identifying the unique attributes of the organization, why it exists and what it hopes to achieve. ‫ةم‬ ‫ه‬ ‫م‬ ‫ديدح‬ ‫ت‬ - ‫يجي‬ ‫ت‬ ‫ار‬ ‫ت‬ ‫سال‬ ‫ا‬ ‫ط‬ ‫ي‬ ‫طختال‬ • ‫ل‬ ‫ض‬ ‫ف‬ ‫أل‬ ‫ة‬ ‫ي‬ ‫جي‬ ‫ت‬ ‫ار‬ ‫ت‬ ‫س‬ ‫ا‬ ‫و‬ ، ‫ف‬ ‫د‬ ‫ه‬ ‫ال‬ ، ‫ة‬ ‫س‬ ‫سؤم‬ ‫ال‬ . ‫لب‬ ‫ق‬ ‫ت‬ ‫سمال‬ ‫ي‬ ‫ف‬ ‫ه‬ ‫س‬ ‫فن‬ ‫عضو‬ ‫يجي‬ ‫ت‬ ‫ار‬ ‫ت‬ ‫سالا‬ ‫طي‬ ‫ط‬ ‫خت‬ ‫ل‬ ‫ل‬ ‫يسي‬ ‫ئ‬ ‫رال‬ ‫ط‬ ‫اشن‬ ‫ال‬ • . ‫ة‬ ‫مظ‬ ‫ن‬ ‫م‬ ‫ل‬ ‫ل‬ ‫ةي‬ ‫لخادالو‬ ‫ة‬ ‫ي‬ ‫جراخ‬ ‫ال‬ ‫ة‬ ‫ئ‬ ‫ي‬ ‫ب‬ ‫ال‬ ‫م‬ ‫يي‬ ‫ق‬ ‫ت‬ ‫ل‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫ب‬ ‫ا‬ ‫ي‬ ‫إ‬ ‫ة‬ ‫مظنم‬ ‫ة‬ ‫ث‬ ‫عب‬ ‫ن‬ ‫يي‬ ‫عت‬ ‫م‬ ‫ت‬ ‫ي‬ ‫ا‬ ‫م‬ ‫ةدا‬ ‫ع‬ • . ‫ةم‬ ‫ه‬ ‫م‬ ‫ن‬ ‫ا‬ ‫ي‬ ‫ب‬ ‫ن‬ ‫م‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫تس‬ ‫م‬ ‫ال‬ ‫و‬ ‫حن‬ ‫ة‬ ‫مظن‬ ‫م‬ ‫ال‬ ‫ه‬ ‫ج‬ ‫و‬ ‫ت‬ - ‫ة‬ ‫ال‬ ‫سرال‬ • ‫ةدي‬ ‫ر‬ ‫فال‬ ‫ص‬ ‫ئ‬ ‫اص‬ ‫خ‬ ‫ال‬ ‫ى‬ ‫لع‬ ‫فرع‬ ‫ت‬ ‫ال‬ ‫لال‬ ‫خ‬ ‫ف‬ ‫ي‬ ‫لمأت‬ ‫امو‬ ‫ادوجوم‬ ‫ناك‬ ‫اذامل‬ ، ‫ةمظنملل‬ . ‫ت‬ ‫ح‬ ‫ق‬ ‫ي‬ ‫ق‬ ‫ه‬ Planning ‫يطخت‬‫ط‬ To identify: :‫ل‬‫ت‬‫ح‬‫يد‬‫د‬ ‫ف‬ ‫اد‬ ‫ه‬ ‫ألا‬ • ‫ف‬ ‫اد‬ ‫ه‬ ‫ألا‬ • ‫ما‬ ‫ه‬ ‫م‬ ‫ال‬ • ‫ةط‬ ‫ش‬ ‫ن‬ ‫ألا‬ • ‫ة‬ ‫مزال‬ ‫ال‬ ‫د‬ ‫راومال‬ • • Goals • Objectives • Tasks • Activities • Resources needed 5 ‫نم‬1 ‫ةحفصال‬
  • 39.
    CH10 Implementing ‫ت‬ ‫ح‬ ‫ق‬ ‫ي‬ ‫ق‬ • Oncedefined and approved budgets are created • Implementing activities- are the process of creating these individual budgets, which roll up to service line budgets which feed into the overall organizational budget. For revenue generating cost centers materials used: • historical trends. • market projections. • revised fee schedules. • gross revenues expected. ‫ت‬ ‫ا‬ ‫ي‬ ‫ن‬ ‫ازيمال‬ ‫ءا‬ ‫ش‬ ‫ن‬ ‫إ‬ ‫م‬ ‫تي‬ ‫و‬ ‫ة‬ ‫ددح‬ ‫م‬ ‫ة‬ ‫د‬ ‫حاو‬ ‫ة‬ ‫رم‬ • ‫ةدمتعمال‬ ‫هذه‬ ‫إ‬‫ن‬‫اش‬‫ء‬ ‫لمع‬‫ي‬‫ة‬ ‫يه‬ - ‫ةطشنألا‬ ‫ت‬ ‫ن‬ ‫ف‬ ‫ي‬ ‫ذ‬ • ‫تا‬ ‫ي‬ ‫ن‬ ‫از‬ ‫ي‬ ‫م‬ ‫ىل‬ ‫ع‬ ‫رمشن‬ ‫يت‬ ‫ال‬ ، ‫ة‬ ‫يد‬ ‫رفال‬ ‫تا‬ ‫ي‬ ‫ن‬ ‫ازيمال‬ ‫ةما‬ ‫ع‬ ‫ال‬ ‫ة‬ ‫ين‬ ‫ازي‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ب‬ ‫ص‬ ‫ت‬ ‫يت‬ ‫ال‬ ‫ةمد‬ ‫خ‬ ‫ال‬ ‫ط‬ ‫خ‬ .‫ةمظنملل‬ : ‫ةمدختس‬ ‫م‬ ‫ال‬ ‫داومال‬ ‫لخد‬ ‫ل‬ ‫ل‬ ‫ة‬ ‫ر‬ ‫د‬ ‫مال‬ ‫ةفلكت‬ ‫ال‬ ‫زكارمل‬ . ‫ة‬ ‫ي‬ ‫خيرات‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ها‬ ‫ج‬ ‫ت‬ ‫الا‬ • . ‫ق‬ ‫و‬ ‫س‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫عقوت‬ • . ‫ةحقنمال‬ ‫موسرال‬ ‫لواد‬ ‫ج‬ • . ‫تا‬ ‫د‬ ‫اريإلا‬ ‫يال‬ ‫مجإ‬ ‫تعقو‬ ‫ت‬ • Controlling Activities ‫ة‬ ‫ط‬ ‫شن‬ ‫ألا‬ ‫ىل‬ ‫ع‬ ‫ة‬ ‫رط‬ ‫ي‬ ‫سال‬ Controlling activities- activities that provide guidance and feedback to keep the organization within its approved budget. • Control Tools vary from organizational structure and information system to such financial activities as supplying monthly Reports to department managers regarding their expenditures against budgets. ‫مد‬ ‫ق‬ ‫ت‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫ط‬ ‫شن‬ ‫ألا‬ - ‫ة‬ ‫ط‬ ‫شن‬ ‫ألا‬ ‫ىل‬ ‫ع‬ ‫ة‬ ‫رط‬ ‫ي‬ ‫سال‬ ‫ى‬ ‫ل‬ ‫ع‬ ‫ظ‬ ‫ا‬ ‫فحلل‬ ‫ة‬ ‫عج‬ ‫ا‬ ‫رال‬ ‫ة‬ ‫ي‬ ‫ذغ‬ ‫ت‬ ‫ال‬ ‫و‬ ‫ه‬ ‫ي‬ ‫جو‬ ‫ت‬ ‫ال‬ . ‫ةد‬ ‫م‬ ‫ت‬ ‫ع‬ ‫م‬ ‫ال‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫دو‬ ‫د‬ ‫ح‬ ‫نم‬ ‫ض‬ ‫م‬ ‫ي‬ ‫ظ‬ ‫نت‬ ‫ال‬ ‫يم‬ ‫ي‬ ‫ظ‬ ‫ن‬ ‫ت‬ ‫ال‬ ‫لك‬ ‫ي‬ ‫ه‬ ‫ال‬ ‫ن‬ ‫م‬ ‫ف‬ ‫ل‬ ‫ت‬ ‫خت‬ ‫م‬ ‫كحت‬ ‫ت‬ ‫ا‬ ‫ود‬ ‫أ‬ • ‫ن‬ ‫ع‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫مال‬ ‫ة‬ ‫ط‬ ‫شن‬ ‫ألا‬ ‫ه‬ ‫ذه‬ ‫ل‬ ‫ت‬ ‫ا‬ ‫مول‬ ‫ع‬ ‫م‬ ‫ال‬ ‫ماظ‬ ‫ن‬ ‫و‬ ‫نأش‬ ‫ب‬ ‫ت‬ ‫ا‬ ‫رادإلا‬ ‫ي‬ ‫ر‬ ‫ي‬ ‫دم‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫رهش‬ ‫ر‬ ‫ي‬ ‫راقت‬ ‫ر‬ ‫ي‬ ‫ف‬ ‫وت‬ . ‫ت‬ ‫ا‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫د‬ ‫ض‬ ‫اه‬ ‫ت‬ ‫اق‬ ‫ف‬ ‫ن‬ Five Approaches to Budgeting ‫ت‬ ‫ا‬ ‫ن‬ ‫زاومال‬ ‫د‬ ‫اد‬ ‫ع‬ ‫إل‬ ‫ت‬ ‫ا‬ ‫ب‬ ‫راقم‬ ‫س‬ ‫مخ‬  participation Authoritarian Approach Budgeting and decision making done by relatively few people concentrated in the highest level of the organizational structure, (opposite of the participatory approach • The authoritarian approach is often called top-down budgeting. The participatory approach , in which the roles and responsibilities of the budgeting process are diffused throughout the organization. ‫ةكراشم‬ ‫ر‬ ‫ارق‬ ‫و‬ ‫ج‬ ‫ه‬ ‫ن‬ ‫ة‬ ‫ن‬ ‫زاومال‬ ‫ة‬ ‫ي‬ ‫داد‬ ‫ب‬ ‫ت‬ ‫سالا‬ ‫ه‬ ‫ل‬ ‫مع‬ ‫لعج‬ ‫ي‬ ‫امم‬ ‫ى‬ ‫ل‬ ‫عأ‬ ‫ي‬ ‫ف‬ ‫زكر‬ ‫ت‬ ‫ت‬ ‫سا‬ ‫ن‬ ‫ال‬ ‫نم‬ ‫اي‬ ‫ب‬ ‫سن‬ ‫لي‬ ‫لق‬ ‫ددع‬ ‫جه‬ ‫ن‬ ‫ال‬ ‫سك‬ ‫ع‬ ( ، ‫ي‬ ‫م‬ ‫ي‬ ‫ظ‬ ‫نت‬ ‫ال‬ ‫ل‬ ‫ك‬ ‫ي‬ ‫هلل‬ ‫ىوتسم‬ .)‫اشتال‬‫ر‬‫يك‬ ‫نم‬ ‫ة‬ ‫ي‬ ‫ن‬ ‫ازيمال‬ ‫يوطل‬ ‫س‬ ‫ال‬ ‫جه‬ ‫ن‬ ‫ال‬ ‫ى‬ ‫مسي‬ ‫ا‬ ‫م‬ ‫اب‬ ‫الغ‬ • . ‫لفس‬ ‫أ‬ ‫ىإل‬ ‫ىل‬ ‫عأ‬ ‫ر‬ ‫اود‬ ‫أ‬ ‫رش‬ ‫ت‬ ‫ن‬ ‫ت‬ ‫م‬ ‫ت‬ ‫ي‬ ‫ث‬ ‫ي‬ ‫ح‬ ، ‫ي‬ ‫كر‬ ‫اشت‬ ‫ال‬ ‫جه‬ ‫ن‬ ‫ال‬ ‫عيمج‬ ‫ف‬ ‫ي‬ ‫يمال‬‫ز‬‫ا‬‫ن‬‫ي‬‫ة‬ ‫عضو‬ ‫لمع‬‫ي‬‫ة‬ ‫تايلوؤسمو‬ . ‫ةمظ‬ ‫ن‬ ‫مال‬ ‫ءاحنأ‬ 5 ‫نم‬2 ‫ةحفصال‬
  • 40.
    CH10  Budget models Twobasic budget model: 1-Incremental –decremental budgeting approach 2- zero-based budgeting approach. Incremental Decremental Approach: A method of budgeting that starts with an existing budget to plan future budgets. Zero-Based Budgeting: An approach to budgeting that continually questions both the need for existing programs and their level of funding, as well as the need for new programs (often referred to as ZBB).  ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫جذامن‬ : ‫ة‬ ‫ي‬ ‫س‬ ‫اسأل‬ ‫ا‬ ‫ة‬ ‫ين‬ ‫ا‬ ‫ز‬ ‫ي‬ ‫مال‬ ‫ج‬ ‫ذو‬ ‫من‬ ‫نم‬ ‫ن‬ ‫ينث‬ ‫ا‬ ‫ي‬ ‫ص‬ ‫ق‬ ‫ا‬ ‫ن‬ ‫ت‬ ‫ة‬ ‫ين‬ ‫ا‬ ‫ز‬ ‫ي‬ ‫مال‬ ‫جهن‬ - ‫يدي‬ ‫از‬ ‫ت‬ -1 . ‫ة‬ ‫ي‬ ‫رفص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ن‬ ‫ازيمال‬ ‫جهن‬ -2 ‫عض‬ ‫و‬ ‫ل‬ ‫ةقيرط‬ ‫كان‬ ‫ه‬ ‫و‬ : ‫يص‬ ‫ق‬ ‫ان‬ ‫ت‬ ‫جهن‬ ‫يجي‬ ‫ر‬ ‫دت‬ ‫طي‬ ‫ط‬ ‫خت‬ ‫ل‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫حال‬ ‫ة‬ ‫ين‬ ‫ا‬ ‫ز‬ ‫ي‬ ‫مال‬ ‫ع‬ ‫م‬ ‫أدب‬ ‫ت‬ ‫يت‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ن‬ ‫ازيمال‬ . ‫ة‬ ‫لب‬ ‫ق‬ ‫م‬ ‫ال‬ ‫تا‬ ‫ي‬ ‫ن‬ ‫ازيمال‬ ‫ال‬ ‫ت‬ ‫ي‬ ‫يمال‬‫ز‬‫ا‬‫ن‬‫ي‬‫ة‬ ‫عضول‬ ‫جهن‬ : ‫ةنزاومال‬ ‫ال‬ ‫ص‬ ‫ف‬ ‫ر‬ ‫ي‬ ‫ة‬ ‫جم‬ ‫ا‬ ‫ر‬ ‫ب‬ ‫ال‬ ‫ىإل‬ ‫ةجاح‬ ‫ال‬ ‫نم‬ ‫ل‬ ‫ك‬ ‫يف‬ ‫ك‬ ‫كشي‬ ‫امئاد‬ ‫ةجا‬ ‫ح‬ ‫ال‬ ‫نع‬ ‫الضف‬ ، ‫ا‬ ‫هل‬ ‫ي‬ ‫و‬ ‫مت‬ ‫ىوت‬ ‫س‬ ‫مو‬ ‫ةمئاقال‬ ‫اب‬‫س‬‫م‬ ‫اهيإل‬ ‫اشي‬‫ر‬ ‫ام‬ ‫بالغ‬‫ا‬ ( ‫ةديدج‬ ‫جماربل‬ ZBB.)  Budget detail Budgets can be classified into three categories on the amount of detail they contain: line-item, program and performance. Line-Item Budget The least detailed budget, showing only revenues and expenses by category, such as labor or supplies. Program Budget An extension of the line-item budget that shows revenues and expenses by program or service lines. Performance Budget An extension of the program budget, lists revenues and expenses by line item for each program or service but adds performance measures.  ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ل‬ ‫ي‬ ‫صاف‬ ‫ت‬ ‫ال‬ ‫ىل‬ ‫ع‬ ‫ت‬ ‫ا‬ ‫ئ‬ ‫ف‬ ‫ثال‬ ‫ث‬ ‫ىإل‬ ‫ت‬ ‫اي‬ ‫ن‬ ‫ازيمال‬ ‫ف‬ ‫ي‬ ‫ن‬ ‫ص‬ ‫ت‬ ‫نك‬ ‫م‬ ‫ي‬ ‫و‬ ‫جماربال‬ ‫و‬ ‫دن‬ ‫ب‬ ‫ال‬ ‫ط‬ ‫خ‬ : ‫اهي‬ ‫و‬ ‫ت‬ ‫حت‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ل‬ ‫يص‬ ‫ا‬ ‫فت‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫مك‬ . ‫ء‬ ‫ادأل‬ ‫ا‬ ‫و‬ ‫تالو‬‫ي‬ ، ‫ت‬ ‫ف‬ ‫ص‬ ‫ي‬ ‫ال‬ ‫لقألا‬ ‫يم‬‫ز‬‫ا‬‫ن‬‫ي‬‫ة‬ ‫يمال‬‫ز‬‫ا‬‫ن‬‫ي‬‫ة‬ ‫ال‬ ‫ب‬ ‫ن‬ ‫د‬ ‫طخ‬ ، ‫ال‬ ‫ف‬ ‫ئ‬ ‫ة‬ ‫بسح‬ ‫الو‬‫ن‬‫ف‬‫ق‬‫ا‬‫ت‬ ‫تاداريإلا‬ ‫ةديحوال‬ ‫ت‬ ‫ب‬ ‫ي‬ ‫ن‬ . ‫تا‬ ‫د‬ ‫ادمإل‬ ‫ا‬ ‫و‬ ‫أ‬ ‫ل‬ ‫معال‬ ‫لث‬ ‫م‬ ‫نعال‬‫ص‬‫ر‬ ‫طخ‬ ‫يمل‬‫ز‬‫ا‬‫ن‬‫ي‬‫ة‬ ‫ادادتما‬ ‫يمال‬‫ز‬‫ا‬‫ن‬‫ي‬‫ة‬ ‫انرب‬‫م‬‫ج‬ ‫و‬ ‫أ‬ ‫جم‬ ‫ان‬ ‫ر‬ ‫ب‬ ‫ط‬ ‫وط‬ ‫خ‬ ‫ب‬ ‫ت‬ ‫ا‬ ‫قف‬ ‫ن‬ ‫و‬ ‫ت‬ ‫ا‬ ‫دا‬ ‫ر‬ ‫ي‬ ‫إ‬ ‫ره‬ ‫ظ‬ ‫ي‬ ‫يذال‬ .‫ةمدخ‬ ، ‫انربال‬‫م‬‫ةيج‬ ‫يمال‬‫ز‬‫ا‬‫ن‬‫ي‬‫ة‬ ‫نم‬ ‫ادادتما‬ ‫يمال‬‫ز‬‫ا‬‫ن‬‫ي‬‫ة‬ ‫ءادأ‬ ‫ل‬ ‫كل‬ ‫دو‬ ‫ن‬ ‫ب‬ ‫ب‬ ‫سح‬ ‫تا‬ ‫ف‬ ‫و‬ ‫ر‬ ‫صمال‬ ‫و‬ ‫تادا‬ ‫ر‬ ‫ي‬ ‫إل‬ ‫ا‬ ‫د‬ ‫رسي‬ . ‫ء‬ ‫ادأل‬ ‫ا‬ ‫س‬ ‫ي‬ ‫ي‬ ‫اق‬ ‫م‬ ‫ف‬ ‫ي‬ ‫ض‬ ‫ي‬ ‫ه‬ ‫ن‬ ‫كل‬ ‫ةمدخ‬ ‫وأ‬ ‫جم‬ ‫ان‬ ‫رب‬  Budget forecast Multiyear Budget: A budget that is forecast multiple years out, rather than just for the upcoming year. Rolling Budget: A multiyear budget that is updated more frequently than annually, such as semiannually or quarterly.  Single –year and multiyear budgets vary by the time horizon they forecast, where static and flexible budgets vary on the basis of volume projections. Static Budgets: forecast revenues and expenses for a single level of activity. Flexible Budgets: forecast revenues and expenses for various levels of activities.  ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ت‬ ‫اع‬ ‫ق‬ ‫وت‬ ‫ة‬ ‫د‬ ‫ع‬ ‫ع‬ ‫ق‬ ‫و‬ ‫ت‬ ‫ي‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫ين‬ ‫ا‬ ‫ز‬ ‫ي‬ ‫م‬ : ‫ت‬ ‫ا‬ ‫و‬ ‫ن‬ ‫س‬ ‫ة‬ ‫د‬ ‫عل‬ ‫ة‬ ‫ي‬ ‫ن‬ ‫ازيمال‬ . ‫ة‬ ‫م‬ ‫داقال‬ ‫ة‬ ‫ن‬ ‫س‬ ‫ل‬ ‫ل‬ ‫ط‬ ‫قف‬ ‫س‬ ‫ي‬ ‫ل‬ ‫و‬ ، ‫جر‬ ‫ا‬ ‫خ‬ ‫تاونس‬ ‫ال‬ ‫ت‬ ‫ي‬ ‫اونسال‬‫ت‬ ‫ةددعتم‬ ‫يم‬‫ز‬‫ا‬‫ن‬‫ي‬‫ة‬ : ‫ازيمال‬‫ن‬‫ةي‬ ‫لوادتمال‬ ‫لث‬ ‫م‬ ، ‫ة‬ ‫ن‬ ‫س‬ ‫نم‬ ‫ر‬ ‫ث‬ ‫كأ‬ ‫ررك‬ ‫ت‬ ‫م‬ ‫لكش‬ ‫ب‬ ‫ا‬ ‫ه‬ ‫ثيدح‬ ‫ت‬ ‫م‬ ‫ت‬ ‫ي‬ . ‫ة‬ ‫يون‬ ‫س‬ ‫ع‬ ‫ب‬ ‫ر‬ ‫و‬ ‫أ‬ ‫ة‬ ‫ي‬ ‫و‬ ‫ن‬ ‫س‬ ‫ف‬ ‫ص‬ ‫ن‬  ‫ف‬ ‫ل‬ ‫ت‬ ‫خت‬ ‫ة‬ ‫دح‬ ‫ا‬ ‫و‬ ‫تا‬ ‫و‬ ‫ن‬ ‫س‬ ‫ة‬ ‫د‬ ‫عو‬ ‫ا‬ ‫م‬ ‫ا‬ ‫ع‬ ‫ت‬ ‫ا‬ ‫ين‬ ‫ازيمال‬ ‫ث‬ ‫ي‬ ‫ح‬ ، ‫ع‬ ‫ق‬ ‫وتمال‬ ‫نم‬ ‫يتال‬ ‫ة‬ ‫ين‬ ‫مزال‬ ‫ة‬ ‫ر‬ ‫ت‬ ‫فال‬ ‫ب‬ ‫سح‬ ‫ت‬ ‫ا‬ ‫عقوت‬ ‫س‬ ‫ا‬ ‫سأ‬ ‫ىل‬ ‫ع‬ ‫ة‬ ‫ن‬ ‫رمو‬ ‫ة‬ ‫ت‬ ‫ب‬ ‫ا‬ ‫ث‬ ‫ت‬ ‫اي‬ ‫ن‬ ‫ازيم‬ ‫ف‬ ‫ل‬ ‫ت‬ ‫خ‬ ‫ت‬ .‫مج‬ ‫ح‬ ‫تاقف‬ ‫ن‬ ‫ال‬ ‫و‬ ‫ةعقو‬ ‫ت‬ ‫مال‬ ‫ت‬ ‫ا‬ ‫د‬ ‫اريإلا‬ : ‫ة‬ ‫ت‬ ‫ب‬ ‫ا‬ ‫ث‬ ‫ت‬ ‫اين‬ ‫ازيم‬ . ‫طاش‬ ‫ن‬ ‫ال‬ ‫نم‬ ‫د‬ ‫ح‬ ‫ا‬ ‫و‬ ‫ىوتسمل‬ ‫تا‬ ‫ف‬ ‫و‬ ‫ر‬ ‫صمال‬ ‫و‬ ‫ت‬ ‫ا‬ ‫د‬ ‫اريإلا‬ : ‫ة‬ ‫ن‬ ‫رم‬ ‫ت‬ ‫ا‬ ‫ين‬ ‫ازيم‬ 5 ‫نم‬3 ‫ةحفصال‬
  • 41.
    CH10  Budget Modifications Controlledand latitude In most health care organizations, criteria are established beyond which managers must request permission to make changes to their budgets. The criteria are usually set as dollar amounts or a need to move funds from one category to another (or both).  ‫تال‬ ‫ي‬ ‫دع‬ ‫ت‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ض‬ ‫رع‬ ‫ال‬ ‫و‬ ‫م‬ ‫ك‬ ‫حتال‬ ، ‫ة‬ ‫ي‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫ةي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ت‬ ‫ا‬ ‫سس‬ ‫ؤ‬ ‫م‬ ‫م‬ ‫ظ‬ ‫ع‬ ‫م‬ ‫يف‬ ‫نأ‬ ‫يدمال‬‫ر‬‫ي‬‫ن‬ ‫لع‬‫ى‬ ‫بجي‬ ‫اهدعب‬ ‫اعم‬‫ي‬‫ي‬‫ر‬ ‫عضوو‬ ‫ىل‬ ‫ع‬ ‫تار‬ ‫يي‬ ‫غت‬ ‫ء‬ ‫ارجإل‬ ‫نذإل‬ ‫ا‬ ‫اوب‬ ‫ل‬ ‫طي‬ ‫ال‬ ‫ت‬ ‫ي‬ ‫اعمال‬‫ي‬‫ي‬‫ر‬ ‫ت‬ ‫ع‬ ‫ي‬ ‫ي‬ ‫ن‬ ‫ي‬ ‫ت‬ ‫م‬ ‫ام‬ ‫ةداعو‬ . ‫يم‬‫ز‬‫ا‬‫ن‬‫ي‬‫ا‬‫ت‬‫ه‬‫ا‬ ‫ةئ‬ ‫ف‬ ‫ن‬ ‫م‬ ‫ال‬ ‫ومأل‬ ‫ا‬ ‫لق‬ ‫ن‬ ‫ل‬ ‫ة‬ ‫ج‬ ‫ا‬ ‫ح‬ ‫و‬ ‫أ‬ ‫ر‬ ‫الودال‬ ‫ت‬ ‫ا‬ ‫ي‬ ‫مك‬ .) ‫ام‬ ‫ه‬ ‫ي‬ ‫لك‬ ‫و‬ ‫أ‬ ( ‫ى‬ ‫ر‬ ‫خأ‬ ‫ىإل‬ Types of Budgets • Statistics Budget-identifies the amount of services that will be provided. • Operating Budget-combination of 2 budgets developed using the accrual basis of accounting of revenue and expenses. • Cash Budget- organization’s cash inflows and outflows. • Capital Budget-summarizes anticipated major purchases for the year. Monitoring Variances to Budget: Once the budget has been created for the upcoming time period (usually one fiscal year), it needs to be monitored on a regular basis for variances, both positive and negative. ‫ة‬ ‫ي‬ ‫مك‬ ‫د‬ ‫دحي‬ ‫و‬ ، ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫يئ‬ ‫اص‬ ‫حالا‬ • . ‫ا‬ ‫ه‬ ‫ر‬ ‫ي‬ ‫ف‬ ‫و‬ ‫ت‬ ‫م‬ ‫ت‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫امدخال‬ ‫ت‬ ‫ا‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ 2 ‫ن‬ ‫م‬ ‫ة‬ ‫بي‬ ‫كرت‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ل‬ ‫ي‬ ‫غش‬ ‫ت‬ ‫ال‬ • ‫ق‬ ‫ا‬ ‫قح‬ ‫ت‬ ‫سالا‬ ‫س‬ ‫اس‬ ‫أ‬ ‫مادخ‬ ‫ت‬ ‫ساب‬ ‫ا‬ ‫ه‬ ‫ر‬ ‫ي‬ ‫و‬ ‫ط‬ ‫ت‬ . ‫ت‬ ‫اق‬ ‫فن‬ ‫ال‬ ‫و‬ ‫ت‬ ‫ادار‬ ‫ي‬ ‫إل‬ ‫ل‬ ‫ي‬ ‫ب‬ ‫ساحم‬ ‫ال‬ ‫يمالب‬‫ز‬‫ا‬‫ن‬‫ي‬‫ة‬ ‫نال‬ ‫ق‬‫د‬ ‫ت‬ ‫ن‬ ‫ظ‬ ‫ي‬ ‫م‬ ‫نال‬‫ق‬‫يد‬‫ة‬ ‫ال‬ ‫ت‬ ‫د‬ ‫ف‬ ‫ق‬ ‫ا‬ ‫ت‬ • .‫ةجراخالو‬ ‫ء‬ ‫ا‬ ‫رش‬ ‫ع‬ ‫ق‬ ‫وت‬ ‫م‬ ‫ال‬ ‫ص‬ ‫خل‬ ‫ي‬ - ‫ةي‬ ‫ال‬ ‫م‬ ‫سأرال‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ • . ‫ما‬ ‫عال‬ ‫اذ‬ ‫ه‬ ‫ل‬ ‫ةري‬ ‫ب‬ ‫ك‬ : ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ق‬ ‫و‬ ‫ر‬ ‫فال‬ ‫دصر‬ ‫ةرت‬ ‫ف‬ ‫ل‬ ‫ل‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ء‬ ‫اشن‬ ‫إ‬ ‫مت‬ ‫د‬ ‫قو‬ ‫ةد‬ ‫ح‬ ‫ا‬ ‫و‬ ‫ةرم‬ ‫ه‬ ‫ن‬ ‫إ‬ ‫ف‬ ، ) ‫ةد‬ ‫ح‬ ‫ا‬ ‫و‬ ‫ة‬ ‫ي‬ ‫الم‬ ‫ةن‬ ‫س‬ ‫ةداع‬ ( ‫ة‬ ‫مد‬ ‫ا‬ ‫قال‬ ‫ة‬ ‫ين‬ ‫مز‬ ‫ال‬ ‫مظ‬ ‫تن‬ ‫م‬ ‫ساس‬ ‫أ‬ ‫ىل‬ ‫ع‬ ‫ب‬ ‫قارت‬ ‫ن‬ ‫أ‬ ‫ىإل‬ ‫ج‬ ‫ا‬ ‫ت‬ ‫حي‬ . ‫ءاوس‬ ‫د‬ ‫ح‬ ‫ىل‬ ‫ع‬ ‫ةيب‬ ‫لسال‬ ‫و‬ ‫ة‬ ‫يب‬ ‫اجيإل‬ ‫ا‬ ‫ق‬ ‫ورفلال‬ Statistics budget: forecasting encounters . Instead of its current forecast, ZMG Hospitalist Practice now estimates that it will not obtain a major HMO contract, and its encounters for July through December are expected to rise by only 1.5% a month from the previous year. Assuming these are the only changes to Exhibit I.1a, prepare a new forecast of the number of encounters that will be made by commercial patients during the whole year. ( Hint : see Appendix I, at the end of this chapter.) : ‫ة‬ ‫ي‬ ‫ن‬ ‫ازيمال‬ ‫تا‬ ‫ء‬ ‫اصحإ‬ ‫ر‬ ‫دقت‬ ‫و‬ ، ‫ي‬ ‫الح‬ ‫ال‬ ‫ا‬ ‫ه‬ ‫تا‬ ‫عقوت‬ ‫نم‬ ‫الدب‬ . ‫ؤبنت‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ءاقل‬ ZMG Hospitalist ‫نل‬ ‫ه‬ ‫ن‬ ‫أ‬ ‫نآلا‬ ‫ة‬ ‫س‬ ‫ر‬ ‫ا‬ ‫ممال‬ ‫نأ‬ ‫ع‬ ‫قو‬ ‫ت‬ ‫م‬ ‫ال‬ ‫نمو‬ ، ‫ر‬ ‫يب‬ ‫ك‬ ‫نم‬ ‫ؤ‬ ‫م‬ ‫دق‬ ‫ع‬ ‫ىل‬ ‫ع‬ ‫ل‬ ‫وصحال‬ ‫ماع‬ ‫ال‬ ‫نم‬ ‫رهش‬ ‫ال‬ ‫ي‬ ‫ف‬ ٪ 1.5 ‫ة‬ ‫ب‬ ‫س‬ ‫ن‬ ‫ب‬ ‫الإ‬ ‫ع‬ ‫فتري‬ . ‫ر‬ ‫ب‬ ‫مس‬ ‫ي‬ ‫د‬ ‫ى‬ ‫ت‬ ‫حو‬ ‫وي‬ ‫ل‬ ‫و‬ ‫ي‬ ‫ر‬ ‫ه‬ ‫شل‬ ‫ا‬ ‫ه‬ ‫تا‬ ‫هجاوم‬ ‫ق‬ ‫ب‬ ‫اسال‬ ‫ة‬ ‫د‬ ‫ي‬ ‫ح‬ ‫و‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ر‬ ‫يي‬ ‫غ‬ ‫ت‬ ‫ال‬ ‫ي‬ ‫ه‬ ‫ه‬ ‫ذ‬ ‫ه‬ ‫ض‬ ‫ا‬ ‫ر‬ ‫ت‬ ‫فا‬ ‫ىلع‬ ‫يحي‬ ‫ض‬ ‫وتل‬ ‫ال‬ I.1a ‫دد‬ ‫عل‬ ‫ة‬ ‫د‬ ‫ي‬ ‫د‬ ‫ج‬ ‫ت‬ ‫ا‬ ‫عقوت‬ ‫د‬ ‫ادعإو‬ ، ‫ىض‬ ‫رمال‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫نم‬ ‫ا‬ ‫ه‬ ‫ؤا‬ ‫رجإ‬ ‫م‬ ‫ت‬ ‫ي‬ ‫س‬ ‫يت‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ءاقلال‬ ‫ن‬ ‫م‬ ‫ق‬ ‫حلمال‬ ‫ر‬ ‫ظن‬ ‫ا‬ : ‫حيمل‬ ‫ت‬ ( . ‫لماك‬ ‫ماع‬ ‫لال‬ ‫خ‬ ‫ي‬ ‫ر‬ ‫اجت‬ ‫ال‬ 5 ‫نم‬4 ‫ةحفصال‬
  • 42.
    5 ‫نم‬5 ‫ةحفصال‬ CH10 GroupPurchasing Organizations ‫ةع‬ ‫و‬ ‫م‬ ‫جم‬ ‫ءارش‬ ‫ت‬ ‫ا‬ ‫م‬ ‫ظ‬ ‫ن‬ ‫م‬ • All organizations purchase and consume supplies as part of daily operations • Transfer of supplies thru a middleman to the health care organization’s central distribution is called supply chain • Oversight of this process is called supply chain Management • A network of health care organizations all contracting with the same third party vendor who are able to acquire large volumes of supplies from manufacturers at negotiated discounted rates. ‫تادادمإلا‬ ‫و‬ ‫ت‬ ‫س‬ ‫ت‬ ‫ه‬ ‫ل‬ ‫ك‬ ‫تامظنمال‬ ‫عيمج‬ ‫ءارش‬ • ‫ة‬ ‫ي‬ ‫م‬ ‫ويال‬ ‫ت‬ ‫اي‬ ‫لمعال‬ ‫نم‬ ‫ء‬ ‫زجك‬ ‫ع‬ ‫ي‬ ‫ز‬ ‫وتل‬ ‫ل‬ ‫طي‬ ‫سو‬ ‫لال‬ ‫خ‬ ‫نم‬ ‫ت‬ ‫ا‬ ‫د‬ ‫ادمإلا‬ ‫ل‬ ‫قن‬ ‫ى‬ ‫مسي‬ • ‫ة‬ ‫ل‬ ‫س‬ ‫ل‬ ‫س‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫ي‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫ةمظ‬ ‫ن‬ ‫ملل‬ ‫ي‬ ‫زكرمال‬ ‫تال‬‫و‬‫ير‬‫د‬ ‫ة‬ ‫ل‬ ‫س‬ ‫ل‬ ‫س‬ ‫ة‬ ‫رادإ‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫معال‬ ‫ه‬ ‫ذ‬ ‫ه‬ ‫ى‬ ‫ل‬ ‫ع‬ ‫ة‬ ‫با‬ ‫ق‬ ‫رال‬ ‫ى‬ ‫مسي‬ • ‫تال‬‫و‬‫ير‬‫د‬ ‫نع‬ ‫ة‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫تامظ‬ ‫ن‬ ‫م‬ ‫نم‬ ‫ةكبش‬ ‫ك‬ ‫انه‬ ‫و‬ • ‫ن‬ ‫ي‬ ‫ر‬ ‫دا‬ ‫ق‬ ‫ال‬ ‫ع‬ ‫ئ‬ ‫اب‬ ‫ال‬ ‫ث‬ ‫ال‬ ‫ث‬ ‫ال‬ ‫ف‬ ‫ر‬ ‫ط‬ ‫ال‬ ‫س‬ ‫ف‬ ‫ن‬ ‫ع‬ ‫م‬ ‫دقا‬ ‫ع‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫اد‬ ‫اد‬ ‫مإلا‬ ‫نم‬ ‫ة‬ ‫ر‬ ‫يب‬ ‫ك‬ ‫ت‬ ‫ا‬ ‫ي‬ ‫مك‬ ‫ىل‬ ‫ع‬ ‫ل‬ ‫و‬ ‫صح‬ ‫ال‬ ‫ىلع‬ ‫ق‬ ‫ي‬ ‫رط‬ ‫نع‬ ‫ة‬ ‫ض‬ ‫فخم‬ ‫ر‬ ‫ا‬ ‫عسأب‬ ‫ن‬ ‫ي‬ ‫جت‬ ‫ن‬ ‫مال‬ ‫ن‬ ‫م‬ .‫ال‬‫ت‬‫ف‬‫ا‬‫و‬‫ض‬ Summary • Budget is a focus for health care organizations • The planning and control cycle has 4 major components-strategic planning, planning, implementation and control • 5 key dimensions vary according to the organization- participation, budget models, details, forecasts, and modifications • 4 interrelated budgets-statistics, operating, cash, capital ‫ة‬ ‫يا‬ ‫عرال‬ ‫ت‬ ‫ا‬ ‫سسؤم‬ ‫ىل‬ ‫ع‬ ‫ز‬ ‫ي‬ ‫كر‬ ‫ت‬ ‫ال‬ ‫ي‬ ‫ه‬ ‫ة‬ ‫ي‬ ‫ن‬ ‫ازيمال‬ • ‫يحصال‬‫ة‬ ‫تا‬ ‫ن‬ ‫و‬ ‫كم‬ ‫ةر‬ ‫يب‬ ‫ك‬ 4 ‫ا‬ ‫ه‬ ‫يد‬ ‫ل‬ ‫ة‬ ‫ب‬ ‫اق‬ ‫رال‬ ‫و‬ ‫طي‬ ‫ط‬ ‫خت‬ ‫ال‬ ‫ة‬ ‫ر‬ ‫و‬ ‫د‬ • ‫و‬ ‫ال‬ ‫ت‬ ‫ن‬ ‫ف‬ ‫ي‬ ‫ذ‬ ‫تالو‬‫خ‬‫يط‬‫ط‬ ، ‫ا‬‫ال‬‫تس‬‫ر‬‫ا‬‫ت‬‫ي‬‫ج‬‫ي‬ ‫تال‬‫خ‬‫يط‬‫ط‬ ‫اقرالو‬‫ب‬‫ة‬ ، ‫ةكراشمال‬ ‫ل‬ ‫ت‬ ‫ن‬ ‫ظ‬ ‫ي‬ ‫م‬ ‫و‬ ‫ف‬ ‫ق‬ ‫ا‬ ‫ر‬ ‫ئ‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ة‬ ‫أ‬‫ب‬‫ع‬‫ا‬‫د‬ 5 • ‫ت‬ ‫خ‬ ‫ت‬ ‫ل‬ ‫ف‬ ، ‫ت‬ ‫ا‬ ‫ؤبن‬ ‫ت‬ ‫ال‬ ‫و‬ ، ‫لي‬ ‫ص‬ ‫افت‬ ‫و‬ ‫ة‬ ‫ين‬ ‫ا‬ ‫ز‬ ‫ي‬ ‫مال‬ ‫جذا‬ ‫م‬ ‫ن‬ ‫و‬ ‫تالو‬‫ع‬‫يد‬‫ال‬‫ت‬ ، ‫ل‬ ‫ي‬ ‫غ‬ ‫ش‬ ‫ت‬ ‫ال‬ ، ‫ت‬ ‫ا‬ ‫ء‬ ‫ا‬ ‫صح‬ ‫إ‬ ‫تا‬ ‫ي‬ ‫ن‬ ‫ازيم‬ ‫ة‬ ‫ط‬ ‫ب‬ ‫ارتم‬ 4 • ‫ال‬ ‫مال‬ ‫س‬ ‫أ‬ ‫رو‬ ، ‫ة‬ ‫يدقنال‬ ‫و‬
  • 43.
    HCM 213- CH11 ResponsibilityBudgeting ‫ة‬ ‫ن‬ ‫زاومال‬ ‫ةي‬ ‫لوؤسمال‬ Learning Objectives • Defining decentralization and its advantages and disadvantages • Identify the major types of responsibility centers in health care organizations • Explain the relationships of responsibility, authority and accountability • Compute volume and rate variances for revenue • Compute volume and cost variances for expenses ‫ه‬ ‫بوي‬ ‫ع‬ ‫و‬ ‫ه‬ ‫ا‬ ‫ي‬ ‫از‬ ‫م‬ ‫و‬ ‫ةي‬ ‫زكر‬ ‫م‬ ‫ال‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫رعت‬ • ‫زك‬ ‫ا‬ ‫رم‬ ‫ن‬ ‫م‬ ‫ة‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ئ‬ ‫ر‬ ‫ع‬ ‫اونأ‬ ‫ى‬ ‫لع‬ ‫فرع‬ ‫ت‬ ‫ال‬ • ‫يحصال‬‫ة‬ ‫ةياعرال‬ ‫تاسسؤم‬ ‫ف‬ ‫ي‬ ‫لوؤسمال‬‫ي‬‫ة‬ ‫ة‬ ‫ل‬ ‫ءاسمالو‬ ‫ةط‬ ‫لس‬ ‫ال‬ ‫و‬ ‫ةي‬ ‫لوؤ‬ ‫س‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫قال‬ ‫ع‬ ‫ح‬ ‫رش‬ • ‫ى‬ ‫لع‬ ‫ل‬ ‫و‬ ‫ص‬ ‫حلل‬ ‫ن‬ ‫ي‬ ‫ا‬ ‫بت‬ ‫ال‬ ‫ل‬ ‫د‬ ‫ع‬ ‫م‬ ‫و‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫م‬ ‫جح‬ • ‫تادئاع‬ ‫ت‬ ‫ا‬ ‫ق‬ ‫ف‬ ‫ن‬ ‫ل‬ ‫ل‬ ‫ق‬ ‫و‬ ‫رفال‬ ‫ة‬ ‫فل‬ ‫كت‬ ‫و‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫م‬ ‫جح‬ • Decentralization Decentralization: Degree of dispersion of responsibility within an organization • Advantages-More efficient use of time, more relevant info, higher quality decisions, greater speed, better use of talent, increased motivation and allegiance. • Disadvantages-loss of control, decreased goal congruence, increased need for coordination and formal communication, lack of managerial talent. :‫ةيزكرمالال‬ ‫ةمظنمال‬ ‫لخاد‬ ‫لوؤسمال‬‫ي‬‫ة‬ ‫ت‬ ‫ش‬ ‫ت‬ ‫ت‬ ‫ةجرد‬ ، ‫ت‬ ‫قو‬ ‫لل‬ ‫ال‬ ‫ع‬ ‫فال‬ ‫ما‬ ‫د‬ ‫ختسالا‬ ‫ر‬ ‫ث‬ ‫كأ‬ ‫ا‬ ‫ي‬ ‫ازم‬ • ‫ة‬ ‫د‬ ‫و‬ ‫ج‬ ‫ت‬ ‫ا‬ ‫ذ‬ ‫ت‬ ‫ارار‬ ‫ق‬ ‫ال‬ ‫و‬ ‫ة‬ ‫ل‬ ‫ص‬ ‫ر‬ ‫ث‬ ‫كأ‬ ‫ت‬ ‫امولعم‬ ‫ل‬ ‫ض‬ ‫ف‬ ‫أ‬ ‫م‬ ‫ادختسا‬ ‫و‬ ، ‫ة‬ ‫ع‬ ‫ر‬ ‫س‬ ‫ال‬ ‫ةدا‬ ‫ي‬ ‫زو‬ ، ‫ىل‬ ‫ع‬ ‫أ‬ . ‫ءال‬ ‫وال‬ ‫و‬ ‫زف‬ ‫ا‬ ‫حال‬ ‫ةدا‬ ‫ي‬ ‫زو‬ ، ‫ب‬ ‫ه‬ ‫اومال‬ ‫قب‬ ‫ا‬ ‫ط‬ ‫ت‬ ‫ال‬ ‫و‬ ، ‫ةر‬ ‫طي‬ ‫سال‬ ‫ن‬ ‫ادق‬ ‫ف‬ - ‫ب‬ ‫وي‬ ‫ع‬ ‫ت‬ ‫ضفخن‬ ‫ا‬ • ‫ل‬ ‫صا‬ ‫و‬ ‫ت‬ ‫ال‬ ‫و‬ ‫ق‬ ‫ي‬ ‫س‬ ‫ن‬ ‫ت‬ ‫ال‬ ‫ى‬ ‫إل‬ ‫ة‬ ‫ج‬ ‫ا‬ ‫حال‬ ‫ةدا‬ ‫ي‬ ‫زو‬ ، ‫ف‬ ‫دهال‬ . ‫ةيرادإلا‬ ‫بهاومال‬ ‫دوجو‬ ‫مدع‬ ، ‫يمسرال‬ Types of Responsibility Centers ‫ز‬ ‫ك‬ ‫ا‬ ‫رم‬ ‫ة‬ ‫ي‬ ‫لو‬ ‫ؤ‬ ‫سمال‬ ‫عاو‬ ‫ن‬ ‫أ‬ A responsibility center is an organizational unit that has been formally given the responsibility to carry out one or more tasks or to achieve one or more outcomes (or both). Four Types of Responsibility Centers: 1) Service centers 2) Cost centers 3) Profit centers 4) Investment centers ‫ي‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫م‬ ‫ي‬ ‫ظ‬ ‫ن‬ ‫ت‬ ‫ة‬ ‫دح‬ ‫و‬ ‫و‬ ‫ه‬ ‫ة‬ ‫ي‬ ‫لو‬ ‫ؤ‬ ‫سمال‬ ‫زكرم‬ ‫ة‬ ‫د‬ ‫حاو‬ ‫ما‬ ‫ه‬ ‫مب‬ ‫ما‬ ‫ي‬ ‫قلل‬ ‫ةي‬ ‫لو‬ ‫ؤ‬ ‫سمال‬ ‫اي‬ ‫مسر‬ ‫ت‬ ‫ي‬ ‫ط‬ ‫ع‬ ‫أ‬ ‫ج‬ ‫ئ‬ ‫ا‬ ‫تن‬ ‫ال‬ ‫ن‬ ‫م‬ ‫ر‬ ‫ث‬ ‫كأ‬ ‫و‬ ‫أ‬ ‫دح‬ ‫ا‬ ‫و‬ ‫قي‬ ‫قح‬ ‫ت‬ ‫ل‬ ‫و‬ ‫أ‬ ، ‫ر‬ ‫ث‬ ‫كأ‬ ‫وأ‬ .) ‫ام‬ ‫ه‬ ‫ي‬ ‫لك‬ ‫وأ‬ ( : ‫ة‬ ‫ي‬ ‫ل‬ ‫و‬ ‫ؤ‬ ‫س‬ ‫م‬ ‫ال‬ ‫زك‬ ‫ا‬ ‫رم‬ ‫نم‬ ‫ع‬ ‫اونأ‬ ‫ةع‬ ‫ب‬ ‫رأ‬ ‫ة‬ ‫م‬ ‫دخال‬ ‫زك‬ ‫ا‬ ‫رم‬ )1 ‫ة‬ ‫فل‬ ‫كت‬ ‫ال‬ ‫زك‬ ‫ا‬ ‫رم‬ )2 ‫ح‬ ‫ب‬ ‫رال‬ ‫زك‬ ‫ا‬ ‫رم‬ )3 ‫ة‬ ‫ي‬ ‫را‬ ‫م‬ ‫ثت‬ ‫سا‬ ‫زك‬ ‫ا‬ ‫رم‬ )4 1 Service centers : the most basic type of responsibility center, are primarily responsible for ensuring that services are provided to a population in a manner that meets the volume and quality requirements of the organization. 2 Cost centers : the most common type of responsibility center in health care organizations, are responsible for providing services and controlling their costs. Types of cost centers in health care organizations include: production cost centers, clinical cost centers, and administrative cost centers. : ‫ةمدخ‬ ‫زكارم‬ ، ‫ة‬ ‫ي‬ ‫لوؤس‬ ‫م‬ ‫ال‬ ‫زكرم‬ ‫ن‬ ‫م‬ ‫ة‬ ‫ي‬ ‫س‬ ‫ا‬ ‫سأ‬ ‫ع‬ ‫ا‬ ‫ون‬ ‫أ‬ ‫مظع‬ ‫م‬ ‫و‬ ‫ر‬ ‫ي‬ ‫ف‬ ‫و‬ ‫ت‬ ‫نا‬ ‫م‬ ‫ض‬ ‫ن‬ ‫ع‬ ‫ل‬ ‫و‬ ‫ألا‬ ‫ل‬ ‫و‬ ‫ؤ‬ ‫سم‬ ‫ال‬ ‫يه‬ ‫ةيعونو‬ ‫مجح‬ ‫ت‬ ‫ل‬ ‫ب‬ ‫ي‬ ‫طب‬ ‫ير‬ ‫ق‬‫ة‬ ‫لل‬‫س‬‫اك‬‫ن‬ ‫تامدخال‬ . ‫ة‬ ‫م‬ ‫ظ‬ ‫ن‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ب‬ ‫لط‬ ‫ت‬ ‫م‬ : ‫ةفل‬ ‫كت‬ ‫ال‬ ‫زك‬ ‫ا‬ ‫رم‬ ‫ي‬ ‫ف‬ ‫ةي‬ ‫لوؤ‬ ‫س‬ ‫م‬ ‫ال‬ ‫ز‬ ‫كرم‬ ‫ن‬ ‫م‬ ‫ا‬ ‫عوي‬ ‫ش‬ ‫ر‬ ‫ث‬ ‫كال‬ ‫ا‬ ‫عون‬ ‫ال‬ ‫ن‬ ‫ع‬ ‫ة‬ ‫ل‬ ‫و‬ ‫ؤ‬ ‫سمال‬ ‫ي‬ ‫ه‬ ، ‫ة‬ ‫ي‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫ةي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ت‬ ‫ا‬ ‫سس‬ ‫ؤم‬ ‫ة‬ ‫صا‬ ‫خ‬ ‫ال‬ ‫في‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫م‬ ‫ك‬ ‫حتال‬ ‫و‬ ‫ت‬ ‫امدخال‬ ‫م‬ ‫ي‬ ‫دقت‬ . ‫م‬ ‫ه‬ ‫ب‬ ‫ةي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ت‬ ‫ا‬ ‫مظنم‬ ‫ي‬ ‫ف‬ ‫ةفل‬ ‫كت‬ ‫ال‬ ‫ز‬ ‫ك‬ ‫ا‬ ‫رم‬ ‫نم‬ ‫عاو‬ ‫ن‬ ‫أ‬ : ‫ل‬ ‫مش‬ ‫ت‬ ‫و‬ ‫ةي‬ ‫حصال‬ ‫ة‬ ‫فل‬ ‫كت‬ ‫ال‬ ‫ز‬ ‫ك‬ ‫ا‬ ‫رمو‬ ‫ج‬ ‫ا‬ ‫تن‬ ‫إلا‬ ‫ةفل‬ ‫ك‬ ‫ت‬ ‫زك‬ ‫ا‬ ‫رم‬ . ‫ةي‬ ‫رادإلا‬ ‫ة‬ ‫فل‬ ‫كت‬ ‫ال‬ ‫ز‬ ‫ك‬ ‫ا‬ ‫رمو‬ ، ‫ة‬ ‫ي‬ ‫ر‬ ‫ي‬ ‫رسال‬ 4 ‫نم‬1 ‫ةحفصال‬
  • 44.
    HCM 213- CH11 Typesof cost centers: • Production Cost Center: A cost center responsible for producing or selling products (or both). • Clinical Cost Center: A cost center responsible for providing health care related services to clients, patients, or enrollees. • Administrative Cost Center: A cost center that supports clinical cost centers and the organization as a whole. : ‫ةفل‬ ‫كت‬ ‫ال‬ ‫ز‬ ‫ك‬ ‫ا‬ ‫رم‬ ‫نم‬ ‫عاو‬ ‫ن‬ ‫أ‬ : ‫جا‬ ‫ت‬ ‫ن‬ ‫إلا‬ ‫ة‬ ‫فل‬ ‫ك‬ ‫ت‬ ‫زكرم‬ • ‫ع‬ ‫ي‬ ‫ب‬ ‫و‬ ‫أ‬ ‫جا‬ ‫ت‬ ‫ن‬ ‫إ‬ ‫ن‬ ‫ع‬ ‫ة‬ ‫ل‬ ‫و‬ ‫ؤ‬ ‫س‬ ‫م‬ ‫ال‬ ‫ةفل‬ ‫ك‬ ‫ت‬ ‫زكرم‬ .) ‫ام‬ ‫ه‬ ‫ي‬ ‫لك‬ ‫و‬ ‫أ‬ ( ‫ت‬ ‫اجت‬ ‫ن‬ ‫م‬ ‫ال‬ : ‫ةي‬ ‫ر‬ ‫ي‬ ‫رسال‬ ‫ة‬ ‫فل‬ ‫كت‬ ‫ال‬ ‫زكرم‬ • ‫ت‬ ‫ام‬ ‫د‬ ‫خ‬ ‫ر‬ ‫ي‬ ‫ف‬ ‫و‬ ‫ت‬ ‫ن‬ ‫ع‬ ‫ة‬ ‫ل‬ ‫و‬ ‫ؤ‬ ‫سم‬ ‫ةفل‬ ‫ك‬ ‫ت‬ ‫زكرم‬ ، ‫ء‬ ‫ال‬ ‫م‬ ‫ع‬ ‫ل‬ ‫ل‬ ‫ة‬ ‫ل‬ ‫صال‬ ‫ت‬ ‫اذ‬ ‫ة‬ ‫ي‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ . ‫ت‬ ‫ال‬ ‫ج‬ ‫س‬ ‫م‬ ‫ال‬ ‫و‬ ‫أ‬ ، ‫ىضرمالو‬ : ‫ي‬ ‫ر‬ ‫ادإل‬ ‫ا‬ ‫ة‬ ‫فل‬ ‫كت‬ ‫ال‬ ‫زكرم‬ • ‫ال‬ ‫ت‬ ‫ك‬ ‫ل‬ ‫ف‬ ‫ة‬ ‫زكارم‬ ‫معدت‬ ‫ال‬ ‫ت‬ ‫ي‬ ‫ال‬ ‫ت‬ ‫ك‬ ‫ل‬ ‫ف‬ ‫ة‬ ‫زكرم‬ . ‫ل‬ ‫كك‬ ‫ة‬ ‫مظن‬ ‫م‬ ‫ال‬ ‫و‬ ‫ة‬ ‫ي‬ ‫ر‬ ‫ي‬ ‫رسال‬ 3- Profit Center: An organizational unit responsible for controlling costs and earning revenues. Types of profit centers in health care organizations include: • Traditional profit centers Are primarily responsible for making a profit selling goods or services. • Capitated Profit Centers Capitated profit centers earn revenues by agreeing to take care of the defined health care needs of a population for a per member fee, often regardless of the amount of services needed by any particular patient. • Administrative Profit Centers There are two types of administrative profit centers Those that sell inside the organization and those that— although they do not deliver health services— are responsible for generating new revenues from outside the organization. : ‫ح‬ ‫ب‬ ‫رال‬ ‫زكرم‬ ‫ي‬ ‫ف‬ ‫م‬ ‫كح‬ ‫ت‬ ‫ال‬ ‫ن‬ ‫ع‬ ‫ة‬ ‫لو‬ ‫ؤ‬ ‫سم‬ ‫ة‬ ‫ي‬ ‫م‬ ‫ي‬ ‫ظ‬ ‫ن‬ ‫ت‬ ‫ة‬ ‫دحو‬ . ‫د‬ ‫ئ‬ ‫او‬ ‫ع‬ ‫ق‬ ‫ي‬ ‫قح‬ ‫ت‬ ‫و‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ةياعرال‬ ‫تاسسؤم‬ ‫ف‬ ‫ي‬ ‫برال‬‫ح‬ ‫زكارم‬ ‫نم‬ ‫عاو‬ ‫نأ‬ : ‫ل‬ ‫مش‬ ‫ت‬ ‫و‬ ‫ةي‬ ‫حصال‬ ‫ةي‬ ‫د‬ ‫ي‬ ‫لق‬ ‫ت‬ ‫ال‬ ‫ح‬ ‫ب‬ ‫رال‬ ‫زك‬ ‫ا‬ ‫رم‬ • ‫بر‬‫ح‬ ‫ت‬ ‫ح‬ ‫ق‬ ‫ي‬ ‫ق‬ ‫نع‬ ‫لوألا‬ ‫ماقمال‬ ‫ف‬ ‫ي‬ ‫ةلوؤسمال‬ ‫يه‬ . ‫ت‬ ‫امدخ‬ ‫ال‬ ‫و‬ ‫أ‬ ‫علسال‬ ‫ع‬ ‫ي‬ ‫ب‬ ‫ح‬ ‫ب‬ ‫رال‬ ‫زك‬ ‫ا‬ ‫رم‬ •Capitated Capitated ‫تاد‬ ‫ئ‬ ‫ا‬ ‫ع‬ ‫ب‬ ‫س‬ ‫ك‬ ‫ح‬ ‫ب‬ ‫رال‬ ‫زك‬ ‫ا‬ ‫رم‬ ‫ت‬ ‫اجاي‬ ‫ت‬ ‫حا‬ ‫ةي‬ ‫ا‬ ‫ع‬ ‫ر‬ ‫ىل‬ ‫ع‬ ‫ة‬ ‫ق‬ ‫ف‬ ‫اومال‬ ‫ل‬ ‫ال‬ ‫خ‬ ‫ن‬ ‫م‬ ‫مسر‬ ‫ل‬ ‫ف‬ ‫ي‬ ‫لل‬‫س‬‫اك‬‫ن‬ ‫ةددحمال‬ ‫يحصال‬‫ة‬ ‫ةياعرال‬ ‫ر‬ ‫ظ‬ ‫ن‬ ‫ال‬ ‫ض‬ ‫غ‬ ‫ب‬ ‫نا‬ ‫ي‬ ‫حألا‬ ‫ن‬ ‫م‬ ‫ري‬ ‫ث‬ ‫ك‬ ‫ي‬ ‫ف‬ ، ‫ءاض‬ ‫ع‬ ‫ألا‬ ‫ض‬ ‫ي‬ ‫رم‬ ‫ي‬ ‫أ‬ ‫ا‬ ‫هجا‬ ‫ت‬ ‫حي‬ ‫يتال‬ ‫ت‬ ‫ا‬ ‫مدخال‬ ‫ة‬ ‫ي‬ ‫مك‬ ‫ن‬ ‫ع‬ .‫نيعم‬ ‫ةي‬ ‫رادإل‬ ‫ا‬ ‫ح‬ ‫ب‬ ‫رال‬ ‫زك‬ ‫ا‬ ‫رم‬ • : ‫ةيرادإلا‬ ‫برال‬‫ح‬ ‫زكارم‬ ‫نم‬ ‫ناعون‬ ‫كانه‬ ‫ك‬ ‫ل‬ ‫ت‬ ‫و‬ ‫ة‬ ‫م‬ ‫ظ‬ ‫ن‬ ‫م‬ ‫ال‬ ‫لخاد‬ ‫ع‬ ‫يب‬ ‫ت‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ك‬ ‫لت‬ that - ‫ةح‬ ‫صال‬ - ‫ت‬ ‫امد‬ ‫خ‬ ‫مد‬ ‫ق‬ ‫ت‬ ‫ال‬ ‫اه‬ ‫ن‬ ‫أ‬ ‫ن‬ ‫م‬ ‫م‬ ‫غ‬ ‫رال‬ ‫ىلع‬ ‫ن‬ ‫م‬ ‫ةدي‬ ‫د‬ ‫ج‬ ‫ت‬ ‫ادار‬ ‫ي‬ ‫إ‬ ‫د‬ ‫ي‬ ‫لو‬ ‫ت‬ ‫نع‬ ‫ة‬ ‫ل‬ ‫و‬ ‫ؤ‬ ‫سمال‬ ‫ي‬ ‫ه‬ . ‫ة‬ ‫مظن‬ ‫م‬ ‫ال‬ ‫ج‬ ‫راخ‬ 4- Investment Center: An organizational unit that has all the responsibilities of a traditional profit center and is also responsible for making a certain return on investment. : ‫را‬ ‫م‬ ‫ثت‬ ‫سالا‬ ‫زكرم‬ ‫لوؤسم‬‫ي‬‫تا‬ ‫لك‬ ‫اهيدل‬ ‫ال‬ ‫ت‬ ‫ي‬ ‫ت‬ ‫ن‬ ‫ظ‬ ‫ي‬ ‫م‬ ‫ي‬ ‫ة‬ ‫ةدحو‬ ‫نع‬ ‫اض‬ ‫أ‬‫ي‬ ‫ةلوؤسمو‬ ‫ال‬ ‫ت‬ ‫ق‬ ‫ل‬ ‫ي‬ ‫د‬ ‫ي‬ ‫ة‬ ‫برال‬‫ح‬‫ي‬‫ة‬ ‫زكرم‬ . ‫را‬ ‫م‬ ‫ثت‬ ‫سالا‬ ‫ىل‬ ‫ع‬ ‫ة‬ ‫ني‬ ‫عم‬ ‫ة‬ ‫دوعال‬ ‫ن‬ ‫م‬ ‫ال‬ ‫ع‬ ‫اج‬ Measuring Performance ‫ءادألا‬ ‫يق‬‫ا‬‫س‬ The Basic Attributes of responsibility center: 1 Responsibility: Duties and obligations of a responsibility center. 2 Authority: Power to carry out a given responsibility. 3 Accountability: Extent to which there are consequences, positive and negative attached to carrying out responsibilities. : ‫ة‬ ‫ي‬ ‫لو‬ ‫ؤ‬ ‫سمال‬ ‫ز‬ ‫كر‬ ‫م‬ ‫ل‬ ‫ةي‬ ‫ساسأل‬ ‫ا‬ ‫ت‬ ‫ام‬ ‫س‬ :‫لوؤسم‬‫ي‬‫ة‬ . ‫ة‬ ‫ي‬ ‫لوؤس‬ ‫م‬ ‫ال‬ ‫زكرم‬ ‫ت‬ ‫ام‬ ‫از‬ ‫ت‬ ‫ال‬ ‫و‬ ‫ت‬ ‫ا‬ ‫ب‬ ‫جاو‬ :‫لسال‬‫ط‬‫ة‬ . ‫ة‬ ‫ني‬ ‫عم‬ ‫ة‬ ‫ي‬ ‫لوؤسم‬ ‫ذ‬ ‫ي‬ ‫ف‬ ‫نت‬ ‫ل‬ ‫ة‬ ‫وقال‬ : ‫ة‬ ‫لءاسم‬ ‫ال‬ ‫ة‬ ‫يب‬ ‫لسال‬ ‫و‬ ‫ة‬ ‫يب‬ ‫اجيإل‬ ‫ا‬ ، ‫ب‬ ‫ق‬ ‫او‬ ‫ع‬ ‫كا‬ ‫ن‬ ‫ه‬ ‫ى‬ ‫د‬ ‫م‬ ‫ي‬ ‫أ‬ ‫ى‬ ‫إل‬ . ‫اه‬ ‫ت‬ ‫ا‬ ‫ي‬ ‫لوؤ‬ ‫س‬ ‫مب‬ ‫ما‬ ‫ي‬ ‫قال‬ ‫ىل‬ ‫ع‬ ‫قل‬ ‫ع‬ ‫ت‬ ‫ي‬ ‫ت‬ ‫ال‬ 4 ‫نم‬2 ‫ةحفصال‬
  • 45.
    4 ‫نم‬3 ‫ةحفصال‬ HCM213- CH11 Budget Variances ‫ق‬ ‫ورفال‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬  Budget Variances: the difference between what is budgeted and what actually occurred.  Revenue variances: • Positive revenue variances called favorable. Calculate Revenue variances: • Step 1. Develop the Flexible Budget Estimate for Revenues • Step 2. Calculate the Revenue Variance Due to Changes in Volume and Rate. Revenue Volume Variance = (Actual Volume − Budgeted Volume ) × Budgeted Rate Revenue Rate Variance = (Actual Rate − Budgeted Rate ) × Actual Volume ‫ي‬ ‫ف‬ ‫و‬ ‫ه‬ ‫ا‬ ‫م‬ ‫ن‬ ‫ي‬ ‫ب‬ ‫ق‬ ‫ر‬ ‫ف‬ ‫ال‬ : ‫ق‬ ‫ورفال‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ . ‫ال‬ ‫عف‬ ‫ث‬ ‫د‬ ‫ح‬ ‫ام‬ ‫و‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ : ‫ت‬ ‫ادار‬ ‫ي‬ ‫إلا‬ ‫ق‬ ‫ورفال‬ . ‫ةيتاوم‬ ‫اعد‬ ‫ا‬‫إل‬‫ي‬‫ج‬‫ا‬‫ب‬‫ي‬‫ة‬ ‫تادئاعال‬ ‫قورفال‬ • : ‫ق‬ ‫و‬ ‫ر‬ ‫فال‬ ‫ت‬ ‫ا‬ ‫دار‬ ‫ي‬ ‫إلا‬ ‫ب‬ ‫اسح‬ ‫ةن‬ ‫رم‬ ‫ة‬ ‫ي‬ ‫ر‬ ‫ي‬ ‫دق‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ع‬ ‫ض‬ ‫و‬ .1 ‫ة‬ ‫و‬ ‫ط‬ ‫خ‬ ‫ال‬ • ‫تاداريإلل‬ ‫ا‬ ‫رظن‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫ادار‬ ‫ي‬ ‫إلا‬ ‫ب‬ ‫ا‬ ‫سح‬ .2 ‫ة‬ ‫و‬ ‫ط‬ ‫خ‬ ‫ال‬ • . ‫ل‬ ‫د‬ ‫ع‬ ‫م‬ ‫و‬ ‫م‬ ‫جح‬ ‫ي‬ ‫ف‬ ‫تار‬ ‫ي‬ ‫غ‬ ‫ت‬ ‫لل‬ ‫ي‬ ‫ف‬ - ‫ي‬ ‫ل‬ ‫ع‬ ‫ف‬ ‫ال‬ ‫د‬ ‫لجمال‬ ( : ‫ق‬ ‫رفال‬ ‫م‬ ‫جح‬ ‫تادار‬ ‫ي‬ ‫إلا‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫ج‬ ‫ر‬ ‫دمال‬ × ) ‫م‬ ‫جح‬ ‫ال‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫رعسال‬ - ‫ي‬ ‫ل‬ ‫ع‬ ‫ف‬ ‫ال‬ ‫ل‬ ‫د‬ ‫ع‬ ‫م‬ ‫ال‬ ( : ‫ق‬ ‫ر‬ ‫فال‬ ‫ح‬ ‫ا‬ ‫ب‬ ‫رألا‬ ‫ل‬ ‫دعم‬ ‫ل‬ ‫و‬ ‫اد‬ ‫ت‬ ‫ال‬ ‫مجح‬ × ) ‫ر‬ ‫عسال‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫جردمال‬ ‫ال‬ ‫ف‬ ‫ع‬ ‫ل‬ ‫ي‬  Expense variances: Calculate expense variances: • Step 1. Identify the Amount of Variance Due to fixed costs. • Step 2. Develop a flexible Expense Budget. • Step 3. Calculate the Expense Variance due to Volume. Expense Volume Variance = (Actual Volume − Budgeted Volume ) × Budgeted Cost per Unit Expense Cost Variance = (Actual Cost per Unit − Budgeted Cost per Unit ) × Actual Volume : ‫ب‬ ‫اس‬ ‫ح‬ ‫ق‬ ‫ورفال‬ : ‫ب‬ ‫ا‬ ‫سح‬ ‫قو‬ ‫رفال‬ ‫ب‬ ‫اسح‬ ‫ىإل‬ ‫ار‬ ‫ظ‬ ‫ن‬ ‫ن‬ ‫ي‬ ‫ا‬ ‫بت‬ ‫ال‬ ‫ر‬ ‫ادقم‬ ‫د‬ ‫ي‬ ‫دح‬ ‫ت‬ .1 ‫ة‬ ‫و‬ ‫ط‬ ‫خ‬ . ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ . ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ةن‬ ‫ور‬ ‫م‬ ‫ة‬ ‫ق‬ ‫ف‬ ‫ن‬ ‫ر‬ ‫ي‬ ‫وط‬ ‫ت‬ .2 ‫ة‬ ‫و‬ ‫ط‬ ‫خال‬ ‫ارظن‬ ‫ت‬ ‫اق‬ ‫فن‬ ‫ال‬ ‫ن‬ ‫ي‬ ‫ا‬ ‫ب‬ ‫ت‬ ‫ب‬ ‫س‬ ‫حا‬ .3 ‫ة‬ ‫و‬ ‫ط‬ ‫خال‬ .‫مجح‬ ‫ل‬ ‫ي‬ ‫ف‬ - ‫يلع‬ ‫فال‬ ‫د‬ ‫لجمال‬ ( : ‫ق‬ ‫ر‬ ‫فال‬ ‫مجح‬ ‫ب‬ ‫اسح‬ ‫ةد‬ ‫حو‬ ‫ل‬ ‫كل‬ ‫ة‬ ‫فل‬ ‫كت‬ ‫ال‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ × ) ‫م‬ ‫جح‬ ‫ال‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ل‬ ‫كل‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ع‬ ‫ف‬ ‫ال‬ ‫ةفل‬ ‫كت‬ ‫ال‬ ( = ‫ةفل‬ ‫كت‬ ‫ال‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫ق‬ ‫ورفال‬ × ) ‫ةدحو‬ ‫لكل‬ ‫ال‬ ‫ت‬ ‫ك‬ ‫ل‬ ‫ف‬ ‫ة‬ ‫يمال‬‫ز‬‫ا‬‫ن‬‫ي‬‫ة‬ ‫ف‬ ‫ي‬ - ‫ةدحو‬ ‫ي‬ ‫ل‬ ‫ع‬ ‫فال‬ ‫ل‬ ‫و‬ ‫ا‬ ‫د‬ ‫ت‬ ‫ال‬ ‫مجح‬ • Detailed variance analysis . • A dermatology clinic expects to contract with an HMO for an estimated 100,000 enrollees. The HMO expects one in four of its enrolled members to use the dermatology services per month. At the end of the year, the dermatology clinic’s business manager looked at her monthly figures and saw that the number of enrolled members had increased by 5 percent over the budgeted amount and that one in three of the total HMO members had used the dermatology services per month. Net monthly revenues of the dermatology clinic were budgeted at $360,000 but were actually $550,000. Monthly expenses for the clinic were budgeted at $300,000 but were actually $370,000. . ‫ن‬ ‫ي‬ ‫ا‬ ‫بت‬ ‫ال‬ ‫لي‬ ‫لح‬ ‫ت‬ ‫ة‬ ‫لصفم‬ • ‫ع‬ ‫م‬ ‫د‬ ‫ق‬ ‫ا‬ ‫ع‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫د‬ ‫ل‬ ‫جال‬ ‫ض‬ ‫ار‬ ‫م‬ ‫ألا‬ ‫ةدا‬ ‫ي‬ ‫ع‬ ‫ع‬ ‫ق‬ ‫وت‬ ‫ت‬ ‫و‬ ‫ا‬ ‫ب‬ ‫الط‬ 111،111 ‫و‬ ‫حنب‬ ‫ردقي‬ ‫ام‬ ‫ل‬ ‫ن‬ ‫مؤم‬ ‫ن‬ ‫م‬ ‫ة‬ ‫ع‬ ‫ب‬ ‫ر‬ ‫أ‬ ‫لك‬ ‫ن‬ ‫م‬ ‫د‬ ‫حا‬ ‫ع‬ ‫ق‬ ‫وت‬ ‫ي‬ ‫ن‬ ‫مؤم‬ . ‫ةب‬ ‫الطو‬ ‫ب‬ ‫ط‬ ‫ت‬ ‫ا‬ ‫مد‬ ‫خ‬ ‫م‬ ‫ادختسال‬ ‫ن‬ ‫ي‬ ‫لج‬ ‫س‬ ‫م‬ ‫ال‬ ‫ءاض‬ ‫ع‬ ‫أ‬ ‫اذه‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫هن‬ ‫ي‬ ‫ف‬ . ‫رهشال‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫ي‬ ‫دلج‬ ‫ال‬ ‫ضارم‬ ‫ألا‬ ‫لجال‬‫د‬‫ي‬‫ة‬ ‫ضارمألا‬ ‫ةدايع‬ ‫المعا‬ ‫ريدم‬ ‫ادب‬ ، ‫ماعال‬ ‫دد‬ ‫ع‬ ‫ن‬ ‫أ‬ ‫ى‬ ‫أر‬ ‫و‬ ، ‫اه‬ ‫ل‬ ‫ةي‬ ‫رهشال‬ ‫م‬ ‫اق‬ ‫رألا‬ ‫يفو‬ ‫ة‬ ‫ئ‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ف‬ 5 ‫ةب‬ ‫س‬ ‫ن‬ ‫ب‬ ‫دا‬ ‫ز‬ ‫د‬ ‫ق‬ ‫ن‬ ‫ي‬ ‫لج‬ ‫س‬ ‫م‬ ‫ال‬ ‫ءاض‬ ‫ع‬ ‫أ‬ ‫ادح‬ ‫ا‬ ‫و‬ ‫نأ‬ ‫و‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫د‬ ‫و‬ ‫صرم‬ ‫ال‬ ‫غ‬ ‫ل‬ ‫ب‬ ‫م‬ ‫ال‬ ‫ىلع‬ ‫ا‬ ‫ومدختس‬ ‫ا‬ ‫ن‬ ‫مؤ‬ ‫م‬ ‫ء‬ ‫اضع‬ ‫أ‬ ‫ع‬ ‫ومج‬ ‫م‬ ‫ن‬ ‫م‬ ‫ة‬ ‫ث‬ ‫ال‬ ‫ث‬ ‫ن‬ ‫م‬ ‫م‬ ‫ت‬ . ‫رهش‬ ‫ي‬ ‫ف‬ ‫ةي‬ ‫دلج‬ ‫ال‬ ‫ضار‬ ‫م‬ ‫ألا‬ ‫بط‬ ‫ت‬ ‫امدخ‬ ‫ةدا‬ ‫ي‬ ‫ع‬ ‫ل‬ ‫ل‬ ‫ةي‬ ‫رهشال‬ ‫ت‬ ‫ادار‬ ‫ي‬ ‫إلا‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫ص‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ن‬ ‫ك‬ ‫ل‬ ‫و‬ $ 301،111 ‫ي‬ ‫ف‬ ‫ة‬ ‫ي‬ ‫دلج‬ ‫ال‬ ‫ضارم‬ ‫ألا‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ت‬ ‫غ‬ ‫ل‬ ‫ب‬ .$ 551،111 ‫ع‬ ‫ق‬ ‫ا‬ ‫وال‬ ‫ي‬ ‫ف‬ ‫ت‬ ‫ن‬ ‫اك‬ $ 311،111 ‫ي‬ ‫ف‬ ‫ةدا‬ ‫ي‬ ‫ع‬ ‫ل‬ ‫ل‬ ‫ةي‬ ‫رهشال‬ ‫ت‬ ‫اق‬ ‫فن‬ ‫ال‬ .$ 301،111 ‫ع‬ ‫قاو‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ت‬ ‫ن‬ ‫ا‬ ‫ك‬ ‫ن‬ ‫ك‬ ‫ل‬ ‫و‬ A ‫ر‬ ‫ي‬ ‫رقت‬ ‫ت‬ ‫ا‬ ‫ف‬ ‫ور‬ ‫ص‬ ‫م‬ ‫ال‬ ‫و‬ ‫ت‬ ‫ادار‬ ‫ي‬ ‫إلا‬ ‫داد‬ ‫ع‬ ‫إ‬ . . ‫ةدا‬ ‫ي‬ ‫ع‬ ‫ل‬ ‫ل‬ ‫يرهشال‬ ‫ن‬ ‫ي‬ ‫ا‬ ‫بت‬ ‫ال‬ ‫؟‬ ‫ة‬ ‫يت‬ ‫اوم‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫و‬ ‫أ‬ ‫ةيت‬ ‫او‬ ‫م‬ ‫ق‬ ‫و‬ ‫ر‬ ‫ف‬ ‫ال‬ ‫هذ‬ ‫ه‬ ‫ل‬ ‫ه‬ ‫ب‬
  • 46.
    4 ‫نم‬4 ‫ةحفصال‬ HCM213- CH11 A. Prepare a monthly revenue and expense variance report for the clinic. B. Are these variances favorable or unfavorable? Why? Beyond Variances ‫قو‬ ‫رفال‬ ‫ء‬ ‫ار‬ ‫و‬ ‫ام‬ • Revenue Attainment-Earning the amount of revenue budgeted. • Cost Containment- Not spending more than is budgeted in the expense budget. • Revenue Enhancement- finding new sources of revenue. • Cost Avoidance- finding ways to operate an organization that eliminate certain classes of costs. ‫تادار‬ ‫ي‬ ‫إلا‬ ‫غ‬ ‫ل‬ ‫ب‬ ‫م‬ ‫ب‬ ‫س‬ ‫ك‬ - ‫لي‬ ‫ص‬ ‫ح‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫ادار‬ ‫ي‬ ‫إ‬ • . ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫يف‬ ‫ي‬ ‫ف‬ ‫و‬ ‫ه‬ ‫ام‬ ‫م‬ ‫ر‬ ‫ث‬ ‫كأ‬ ‫قف‬ ‫ن‬ ‫ت‬ ‫ال‬ - ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ء‬ ‫اوتحا‬ • . ‫ب‬ ‫ا‬ ‫سح‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫ين‬ ‫از‬ ‫ي‬ ‫م‬ ‫ال‬ ‫ةديد‬ ‫ج‬ ‫رداصم‬ ‫داجي‬ ‫إ‬ - ‫ت‬ ‫ادار‬ ‫ي‬ ‫إلا‬ ‫ز‬ ‫ي‬ ‫زعت‬ • .‫لخدلل‬ ‫ل‬ ‫ي‬ ‫غش‬ ‫ت‬ ‫ل‬ ‫ق‬ ‫ر‬ ‫ط‬ ‫داجي‬ ‫إ‬ - ‫بن‬ ‫جت‬ ‫ة‬ ‫فل‬ ‫كت‬ ‫ال‬ • ‫ن‬ ‫م‬ ‫ة‬ ‫ني‬ ‫عم‬ ‫ت‬ ‫ا‬ ‫ئ‬ ‫ف‬ ‫ىل‬ ‫ع‬ ‫ي‬ ‫ضق‬ ‫ت‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫س‬ ‫سؤم‬ ‫ال‬ . ‫ال‬‫ت‬ ‫ك‬‫يال‬ ‫ف‬ Other Financial Measures ‫ى‬ ‫ر‬ ‫خألا‬ ‫ة‬ ‫ي‬ ‫ال‬ ‫مال‬ ‫ر‬ ‫يب‬ ‫اد‬ ‫ت‬ ‫ال‬ Compensation Systems : • Salary Based Compensation System • At Risk Compensation System • Mixed Compensation System Compensation System Design : ‫ض‬ ‫ي‬ ‫وع‬ ‫ت‬ ‫ال‬ ‫ةمظنأ‬ ‫ت‬ ‫اضيوع‬ ‫ت‬ ‫ال‬ ‫م‬ ‫ا‬ ‫ظن‬ ‫ءا‬ ‫نب‬ ‫و‬ ‫ب‬ ‫ت‬ ‫ارال‬ • ‫ر‬ ‫ط‬ ‫اخ‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ضيوع‬ ‫ت‬ ‫ال‬ ‫ماظن‬ ‫ي‬ ‫ف‬ • ‫ط‬ ‫ل‬ ‫ت‬ ‫خم‬ ‫ض‬ ‫ي‬ ‫وع‬ ‫ت‬ ‫ال‬ ‫ماظن‬ • ‫ت‬ ‫اضيوع‬ ‫ت‬ ‫ال‬ ‫ماظن‬ ‫م‬ ‫ي‬ ‫مصت‬ Summary • Decentralization a growing trend • Advantages and disadvantages to decentralization • Responsibilities centers include: service, cost, profit and investment • Variances must be tracked and cause determined • Compensation systems must be reviewed ‫د‬ ‫ي‬ ‫از‬ ‫ت‬ ‫م‬ ‫ه‬ ‫اجت‬ ‫ا‬ ‫ة‬ ‫ي‬ ‫زكر‬ ‫م‬ ‫ال‬ ‫ال‬ • ‫ةي‬ ‫زكر‬ ‫م‬ ‫ال‬ ‫ال‬ ‫ب‬ ‫وي‬ ‫ع‬ ‫و‬ ‫ا‬ ‫ي‬ ‫ازم‬ • ‫ة‬ ‫فل‬ ‫كت‬ ‫ال‬ ‫و‬ ‫ة‬ ‫مدخ‬ ‫ال‬ : ‫ت‬ ‫ا‬ ‫ي‬ ‫لوؤ‬ ‫س‬ ‫م‬ ‫ال‬ ‫ز‬ ‫ك‬ ‫ارم‬ ‫لمشت‬ • ‫ر‬ ‫ام‬ ‫ثت‬ ‫سالاو‬ ‫ح‬ ‫ب‬ ‫رالو‬ ‫د‬ ‫ي‬ ‫دح‬ ‫ت‬ ‫ب‬ ‫ب‬ ‫سو‬ ‫ق‬ ‫ورفال‬ ‫ع‬ ‫بت‬ ‫ت‬ ‫ن‬ ‫أ‬ ‫ب‬ ‫جي‬ • ‫ض‬ ‫ي‬ ‫وع‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫م‬ ‫ظ‬ ‫ن‬ ‫أ‬ ‫ة‬ ‫ع‬ ‫جارم‬ ‫ب‬ ‫جي‬ •
  • 47.
    2 ‫نم‬1 ‫ةحفصال‬ Ch12 Provider Cost Finding Methods ‫قئ‬ ‫اقح‬ ‫ال‬ ‫ةفل‬ ‫كت‬ ‫ال‬ ‫ق‬ ‫ر‬ ‫ط‬ ‫دوزم‬ Learning Objectives • Identify three methods to estimate costs • Calculate costs using a step down method • Calculate costs using an activity based method • Understand the major advantages and disadvantages of activity based costing ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫دق‬ ‫ت‬ ‫ل‬ ‫ق‬ ‫ر‬ ‫ط‬ ‫ثال‬ ‫ث‬ ‫د‬ ‫ي‬ ‫دح‬ ‫ت‬ • ‫ةق‬ ‫ي‬ ‫رط‬ ‫يحن‬ ‫ت‬ ‫ال‬ ‫مادخ‬ ‫ت‬ ‫ساب‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ • ‫ط‬ ‫ا‬ ‫ش‬ ‫ن‬ ‫ال‬ ‫س‬ ‫اس‬ ‫أ‬ ‫ب‬ ‫و‬ ‫لسأ‬ ‫مادخ‬ ‫ت‬ ‫ساب‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ • ‫لع‬‫ى‬ ‫ال‬ ‫ت‬ ‫ك‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫نم‬ ‫ك‬ ‫ب‬ ‫ي‬ ‫ر‬ ‫ة‬ ‫بويعو‬ ‫ايازم‬ ‫مهف‬ • ‫ط‬ ‫ا‬ ‫ش‬ ‫نال‬ ‫س‬ ‫اسأ‬ 1-Cost to Charge Ratio (CCR) ( ‫ة‬ ‫بس‬ ‫ن‬ ‫ما‬ ‫ه‬ ‫ت‬ ‫الا‬ ‫ه‬ ‫ي‬ ‫جو‬ ‫ت‬ ‫ل‬ ‫ةفل‬ ‫كت‬ ‫ال‬ ‫ث‬ ‫ي‬ ‫ح‬ ‫نم‬ 1CCR) • Common method used by dentists and physicians • An assumed relationship of cost to charges usually determined by industry norms or special studies. • An advantage of this approach is simplicity. • Disadvantages: -Though the ratio used may be typical for the industry , it may not apply as well to any particular organization. -CCR may be inaccurate. ‫نا‬ ‫ن‬ ‫سألا‬ ‫ءا‬ ‫بط‬ ‫أ‬ ‫اه‬ ‫مدخ‬ ‫ت‬ ‫سي‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ك‬ ‫ر‬ ‫ت‬ ‫شمال‬ ‫ةق‬ ‫ي‬ ‫رط‬ • ‫ءابطألاو‬ ‫نم‬ ‫ةداع‬ ‫ددحت‬ ‫موسر‬ ‫ت‬ ‫ك‬ ‫ل‬ ‫ف‬ ‫ة‬ ‫فمال‬‫ت‬‫ر‬‫ةض‬ ‫ةقالعال‬ ‫نإ‬ • . ‫ة‬ ‫صا‬ ‫خ‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ساردال‬ ‫وأ‬ ‫ة‬ ‫عا‬ ‫ن‬ ‫صال‬ ‫دع‬ ‫اوق‬ ‫ل‬ ‫ب‬ ‫ق‬ . ‫ةط‬ ‫اسبال‬ ‫و‬ ‫ه‬ ‫ج‬ ‫ه‬ ‫ن‬ ‫ال‬ ‫اذه‬ ‫ا‬ ‫ي‬ ‫ازم‬ ‫ن‬ ‫مو‬ • : ‫ب‬ ‫وي‬ ‫ع‬ ‫ال‬ • ‫نوك‬ ‫ت‬ ‫د‬ ‫ق‬ ‫ةمدخ‬ ‫ت‬ ‫سمال‬ ‫ة‬ ‫ب‬ ‫سن‬ ‫ن‬ ‫أ‬ ‫ن‬ ‫م‬ ‫مغ‬ ‫رال‬ ‫ىل‬ ‫ع‬ - ‫ك‬ ‫لذك‬ ‫ق‬ ‫ب‬ ‫ط‬ ‫ن‬ ‫ت‬ ‫ال‬ ‫د‬ ‫ق‬ ‫ه‬ ‫ن‬ ‫إ‬ ‫ف‬ ، ‫ة‬ ‫عا‬ ‫ن‬ ‫صال‬ ‫هذه‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫جذومن‬ . ‫ا‬ ‫ه‬ ‫ني‬ ‫عب‬ ‫ةمظنم‬ ‫يأ‬ ‫ىلع‬ -CCR. ‫ةق‬ ‫ي‬ ‫قد‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫نوك‬ ‫ت‬ ‫دق‬ 2-Step Down Method ‫ة‬ ‫ق‬ ‫ي‬ ‫رط‬ ‫ال‬ ‫ىحن‬ ‫ت‬ 2 • A cost finding method based on allocating costs that are not directly paid for (indirect costs) to products or services that are directly paid for(direct costs) There are four steps in allocating indirect costs to services for which payment is attached: • Determine an allocation base and compile basic statistics. • Convert basic statistics for the step-down approach. • Calculate allocation percentages. •Allocate costs from each support center to each of the centers below it (thus the down in step-down ). • Fully allocated cost-Cost of a cost object that includes both its direct costs and all other costs allocated ‫ص‬ ‫ي‬ ‫ص‬ ‫خت‬ ‫س‬ ‫ا‬ ‫سأ‬ ‫ىل‬ ‫ع‬ ‫ةفل‬ ‫كت‬ ‫ال‬ ‫ف‬ ‫ا‬ ‫ش‬ ‫ت‬ ‫كال‬ ‫ا‬ ‫ةق‬ ‫ي‬ ‫رط‬ • ‫ر‬ ‫ي‬ ‫غ‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ( ‫ل‬ ‫ةرشاب‬ ‫م‬ ‫ع‬ ‫ف‬ ‫د‬ ‫ت‬ ‫ال‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫اهعف‬ ‫د‬ ‫م‬ ‫ت‬ ‫ي‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫مدخال‬ ‫و‬ ‫أ‬ ‫ت‬ ‫اجت‬ ‫ن‬ ‫م‬ ‫ىإل‬ ) ‫ةرشا‬ ‫ب‬ ‫م‬ ‫ال‬ ) ‫ة‬ ‫رشا‬ ‫ب‬ ‫م‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ( ‫لل‬ ‫ةرشاب‬ ‫م‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ص‬ ‫ي‬ ‫ص‬ ‫خت‬ ‫ي‬ ‫ف‬ ‫تاو‬ ‫ط‬ ‫خ‬ ‫ع‬ ‫ب‬ ‫رأ‬ ‫كا‬ ‫ن‬ ‫ه‬ : ‫فد‬‫ع‬ ‫إ‬‫ر‬‫قاف‬ ‫ي‬ ‫ت‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ي‬ ‫تامدخال‬ ‫لع‬‫ى‬ ‫ابمال‬‫ش‬‫ةر‬ ‫تاءاصحإلا‬ ‫عي‬ ‫مج‬ ‫ت‬ ‫و‬ ‫ع‬ ‫ي‬ ‫زوت‬ ‫ةد‬ ‫ع‬ ‫ا‬ ‫ق‬ ‫د‬ ‫ي‬ ‫دح‬ ‫ت‬ • .‫ا‬‫أل‬‫ةيساس‬ . ‫ىح‬ ‫ن‬ ‫ت‬ ‫ج‬ ‫ه‬ ‫ن‬ ‫ل‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫ساسألا‬ ‫ت‬ ‫اءاص‬ ‫ح‬ ‫إلا‬ ‫ل‬ ‫ي‬ ‫و‬ ‫حت‬ • . ‫ص‬ ‫ي‬ ‫ص‬ ‫خت‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫وئ‬ ‫م‬ ‫ال‬ ‫ب‬ ‫سن‬ ‫ال‬ ‫ب‬ ‫اس‬ ‫ح‬ • ‫لك‬ ‫ىإل‬ ‫م‬ ‫ع‬ ‫دال‬ ‫زكرم‬ ‫لك‬ ‫ن‬ ‫م‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ص‬ ‫ي‬ ‫ص‬ ‫خت‬ • ‫ة‬ ‫و‬ ‫ط‬ ‫خ‬ ‫ي‬ ‫ف‬ ‫اه‬ ‫ي‬ ‫لع‬ ‫يال‬ ‫ت‬ ‫ال‬ ‫ب‬ ‫و‬ ( ‫اه‬ ‫ت‬ ‫حت‬ ‫ز‬ ‫ك‬ ‫ارم‬ ‫ن‬ ‫م‬ .)‫لفسأل‬ ‫ن‬ ‫ئ‬ ‫ا‬ ‫ك‬ ‫ةفل‬ ‫ك‬ ‫ت‬ ‫ةفل‬ ‫كت‬ ‫ال‬ ‫ث‬ ‫ي‬ ‫ح‬ ‫نم‬ ‫امام‬ ‫ت‬ ‫ص‬ ‫ي‬ ‫ص‬ ‫خ‬ ‫ت‬ • ‫ابمال‬‫ش‬‫ةر‬ ‫ال‬ ‫ت‬ ‫ك‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫نم‬ ‫الك‬ ‫لمشت‬ ‫ال‬ ‫ت‬ ‫ي‬ ‫ال‬ ‫ت‬ ‫ك‬ ‫ل‬ ‫ف‬ ‫ة‬ ‫ة‬ ‫ص‬ ‫ص‬ ‫خ‬ ‫م‬ ‫ال‬ ‫ىر‬ ‫خألا‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫عي‬ ‫مجو‬ • Cost allocation is the process of identifying, aggregating, and assigning costs to cost object. • A cost object is any activity or item for which you want to separately measure costs. Examples of cost objects are a product, a research project, a customer, a sales region, and a department. • . Examples of cost allocation a company might allocate or assign the cost of an expensive computer system to the three main areas of the company that use the system. ، ‫ع‬ ‫ي‬ ‫مج‬ ‫ت‬ ‫و‬ ‫ديدح‬ ‫ت‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫م‬ ‫ع‬ ‫ي‬ ‫ه‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫عي‬ ‫زوت‬ • . ‫ن‬ ‫ئ‬ ‫اكال‬ ‫ةفل‬ ‫ك‬ ‫ت‬ ‫ىإل‬ ‫فيال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ص‬ ‫ي‬ ‫ص‬ ‫خ‬ ‫ت‬ ‫و‬ ‫د‬ ‫ي‬ ‫رت‬ ‫ي‬ ‫ذال‬ ‫ر‬ ‫صن‬ ‫ع‬ ‫ال‬ ‫و‬ ‫أ‬ ‫ط‬ ‫اش‬ ‫ن‬ ‫يأ‬ ‫ةفل‬ ‫كت‬ ‫ال‬ ‫نئ‬ ‫ا‬ ‫ك‬ • ‫يه‬ ‫ال‬ ‫ت‬ ‫ك‬ ‫ل‬ ‫ف‬ ‫ة‬ ‫ال‬ ‫ك‬ ‫ا‬ ‫ئ‬ ‫ن‬ ‫ا‬ ‫ت‬ ‫أ‬‫م‬‫لث‬‫ة‬ . ‫تال‬‫ك‬‫يال‬‫ف‬ ‫ةدح‬ ‫يق‬‫ا‬‫س‬ ، ‫ت‬ ‫اع‬ ‫يب‬ ‫م‬ ‫ال‬ ‫ةقطنم‬ ، ‫ءال‬ ‫م‬ ‫ع‬ ‫ال‬ ، ‫ي‬ ‫ث‬ ‫حب‬ ‫عورشم‬ ، ‫جا‬ ‫ت‬ ‫ن‬ .‫مسقو‬ ‫و‬ ‫أ‬ ‫ص‬ ‫ص‬ ‫خ‬ ‫ت‬ ‫د‬ ‫ق‬ ‫ة‬ ‫كر‬ ‫ش‬ ‫ةفل‬ ‫كت‬ ‫ال‬ ‫عي‬ ‫زوتل‬ ‫ةل‬ ‫ث‬ ‫مأ‬ .• ‫ىإل‬ ‫ن‬ ‫م‬ ‫ث‬ ‫ال‬ ‫ةظ‬ ‫ه‬ ‫ا‬ ‫ب‬ ‫ر‬ ‫ت‬ ‫وي‬ ‫ب‬ ‫م‬ ‫ك‬ ‫ال‬ ‫ماظن‬ ‫ةفلكت‬ ‫ن‬ ‫ع‬ ‫لزا‬ ‫نت‬ ‫ال‬ ‫ت‬ ‫س‬ ‫ت‬ ‫خ‬ ‫د‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ي‬ ‫لل‬‫ش‬‫ةكر‬ ‫ثال‬‫ال‬‫ث‬‫ة‬ ‫ال‬ ‫ر‬ ‫ئ‬ ‫ي‬ ‫س‬ ‫ي‬ ‫ة‬ ‫تالاجمال‬ .‫ماظن‬
  • 48.
    2 ‫نم‬2 ‫ةحفصال‬ Ch12 • An allocation base is a statistic used to allocate costs because it is related to why the costs occurred. (e.g., square feet, number of full-time employees). • An allocation bases are also called cost drivers. • The step-down method is useful for pricing and reimbursement-related decisions but • is less useful for controlling costs. There are other methods, including activity-based costing, that are better for cost control. ‫ةمدختسمال‬ ‫ا‬‫إل‬‫اصح‬‫ئ‬‫ةي‬ ‫يه‬ ‫ال‬ ‫ت‬ ‫خ‬ ‫ص‬ ‫ي‬ ‫ص‬ ‫ةدعاقو‬ • ‫ب‬ ‫ب‬ ‫س‬ ‫ىإل‬ ‫ةلص‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ذ‬ ‫اه‬ ‫ن‬ ‫أل‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ص‬ ‫ي‬ ‫ص‬ ‫خت‬ ‫يف‬ ، ‫ع‬ ‫ب‬ ‫رم‬ ‫مد‬ ‫ق‬ ، ‫ال‬ ‫ث‬ ‫م‬ ‫ال‬ ‫ل‬ ‫يب‬ ‫س‬ ‫ىلع‬ ( . ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ث‬ ‫ودح‬ .) ‫ل‬ ‫م‬ ‫ا‬ ‫ك‬ ‫ماود‬ ‫ب‬ ‫ني‬ ‫فظ‬ ‫و‬ ‫م‬ ‫ال‬ ‫دد‬ ‫ع‬ ‫و‬ ‫ةفل‬ ‫ك‬ ‫ت‬ ‫اضي‬ ‫أ‬ ‫ص‬ ‫ي‬ ‫ص‬ ‫خت‬ ‫ال‬ ‫د‬ ‫ع‬ ‫اوق‬ ‫ىل‬ ‫ع‬ ‫قلط‬ ‫ي‬ ‫و‬ • . ‫ال‬‫اس‬‫ئ‬ ‫ق‬‫ي‬ ‫ن‬ ‫ت‬ ‫ا‬ ‫ذ‬ ‫تارار‬ ‫ق‬ ‫ال‬ ‫و‬ ‫ري‬ ‫ع‬ ‫س‬ ‫تل‬ ‫ل‬ ‫د‬ ‫ي‬ ‫فم‬ ‫و‬ ‫ه‬ ‫ىح‬ ‫ن‬ ‫ت‬ ‫ةق‬ ‫ي‬ ‫رط‬ • ‫ىل‬ ‫ع‬ ‫ة‬ ‫ر‬ ‫ط‬ ‫ي‬ ‫سلل‬ ‫ةدئا‬ ‫ف‬ ‫ل‬ ‫ق‬ ‫أ‬ ‫ن‬ ‫ك‬ ‫ل‬ ‫و‬ ‫داد‬ ‫س‬ ‫ال‬ ‫ةلصال‬ ‫كل‬ ‫ذ‬ ‫ي‬ ‫ف‬ ‫ام‬ ‫ب‬ ، ‫ىرخأ‬ ‫قرط‬ ‫كا‬ ‫ن‬ ‫ه‬ ‫و‬ . ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ل‬ ‫ض‬ ‫فأ‬ ‫ي‬ ‫ه‬ ‫ي‬ ‫ت‬ ‫ال‬ ، ‫ط‬ ‫ا‬ ‫ش‬ ‫نال‬ ‫س‬ ‫اس‬ ‫أ‬ ‫ىل‬ ‫ع‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ . ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫ب‬ ‫قار‬ ‫م‬ ‫ل‬ • Cost allocation . Use the information in Exhibit 12.11 to answer this question. • Louis Clark, the new administrator for the surgical clinic, was trying to figure out how to allocate his indirect expenses. His staff were complaining that the current method of taking a percentage of revenues was unfair. He decided to try to allocate utilities expense based on square footage for each department, to allocate administration expense based on direct costs, and to allocate laboratory expense based on tests. What would the results be? ‫ي‬ ‫ف‬ ‫ت‬ ‫امولعمال‬ ‫مادخ‬ ‫ت‬ ‫سا‬ . ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫عي‬ ‫زوت‬ • . ‫الؤس‬ ‫ال‬ ‫اذه‬ ‫ىل‬ ‫ع‬ ‫ة‬ ‫ب‬ ‫اجإل‬ ‫ا‬ 12.11 ‫ضرعم‬ ، ‫ة‬ ‫ي‬ ‫حارج‬ ‫ةدا‬ ‫ي‬ ‫ع‬ ‫ل‬ ‫ل‬ ‫د‬ ‫ي‬ ‫دج‬ ‫ال‬ ‫ل‬ ‫و‬ ‫ؤ‬ ‫سمال‬ ، ‫ك‬ ‫رال‬ ‫ك‬ ‫سيو‬ ‫ل‬ • ‫ر‬ ‫ي‬ ‫غ‬ ‫ه‬ ‫ت‬ ‫اق‬ ‫ف‬ ‫ن‬ ‫ص‬ ‫ي‬ ‫ص‬ ‫خت‬ ‫ة‬ ‫ي‬ ‫ف‬ ‫ي‬ ‫ك‬ ‫ة‬ ‫ف‬ ‫رعم‬ ‫ل‬ ‫وا‬ ‫حي‬ ‫ناك‬ ‫ة‬ ‫ي‬ ‫الحال‬ ‫ة‬ ‫ق‬ ‫ي‬ ‫رط‬ ‫ال‬ ‫ن‬ ‫م‬ ‫وكش‬ ‫ت‬ ‫ه‬ ‫ي‬ ‫فظ‬ ‫و‬ ‫م‬ ‫و‬ . ‫ةرشا‬ ‫ب‬ ‫م‬ ‫ال‬ ‫ررق‬ . ‫ل‬ ‫دا‬ ‫ع‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫نا‬ ‫ك‬ ‫تاد‬ ‫ئ‬ ‫ا‬ ‫ع‬ ‫ن‬ ‫م‬ ‫ةيو‬ ‫ئ‬ ‫م‬ ‫ةبسن‬ ‫ذخأل‬ ‫ت‬ ‫ا‬ ‫طقل‬ ‫ادا‬ ‫نت‬ ‫سا‬ ‫ق‬ ‫ف‬ ‫ا‬ ‫رم‬ ‫ال‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫ص‬ ‫ي‬ ‫ص‬ ‫خ‬ ‫ت‬ ‫ةلواحمل‬ ‫ى‬ ‫لع‬ ‫ةرادإل‬ ‫ا‬ ‫ب‬ ‫ا‬ ‫سح‬ ‫ص‬ ‫ي‬ ‫ص‬ ‫خت‬ ‫ىإل‬ ، ‫مسق‬ ‫لكل‬ ‫ع‬ ‫ب‬ ‫رم‬ ‫ب‬ ‫ا‬ ‫سح‬ ‫ص‬ ‫ي‬ ‫ص‬ ‫خت‬ ‫و‬ ، ‫ةرشا‬ ‫ب‬ ‫م‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫س‬ ‫اسأ‬ ‫نال‬‫ت‬‫ا‬‫ئ‬‫ج‬‫؟‬ ‫تس‬ ‫ك‬‫نو‬ ‫اذام‬ . ‫ابتخالل‬‫ر‬‫ا‬‫ت‬ ‫ا‬‫س‬‫ت‬‫ن‬‫ا‬‫د‬‫ا‬ ، ‫تخمال‬‫ب‬‫ر‬ 3-Activity Based Costing (ABC) ( ‫ط‬ ‫اشنال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ة‬ ‫ب‬ ‫ساح‬ ‫م‬ -3ABC) • A method of estimating the costs of a service or product by measuring the costs of the activities it takes to produce that service or product. • ABC is called Bottom up approach because It finds the cost of each service at the lowest level, the point at which resources are used and aggregates them upward into products. • Traditional cost allocation is called a Top-down approach because it begins with all costs and allocates them downward into various services for which payment will be received. ‫قيرط‬ ‫نع‬ ‫نم‬ ‫ت‬ ‫ج‬ ‫وأ‬ ‫ةمدخ‬ ‫ت‬ ‫ك‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ل‬ ‫ت‬ ‫ق‬ ‫د‬ ‫ي‬ ‫ر‬ ‫ةقيرط‬ • ‫ة‬ ‫مدخال‬ ‫ك‬ ‫لت‬ ‫ج‬ ‫ا‬ ‫تن‬ ‫إل‬ ‫مزلي‬ ‫ا‬ ‫م‬ ‫ةط‬ ‫شن‬ ‫ألا‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫س‬ ‫ا‬ ‫ي‬ ‫ق‬ . ‫ج‬ ‫تن‬ ‫م‬ ‫ال‬ ‫وأ‬ ‫ىم‬ ‫سي‬ •ABC ‫ا‬ ‫ه‬ ‫دجي‬ ‫ل‬ ‫ى‬ ‫ل‬ ‫ع‬ ‫أ‬ ‫ىإل‬ ‫لفس‬ ‫أ‬ ‫نم‬ ‫ج‬ ‫هن‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ةطق‬ ‫ن‬ ‫ال‬ ‫و‬ ، ‫ى‬ ‫وت‬ ‫سم‬ ‫ى‬ ‫ن‬ ‫د‬ ‫أ‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫م‬ ‫د‬ ‫خ‬ ‫ل‬ ‫ك‬ ‫ةفلكت‬ . ‫ت‬ ‫اجت‬ ‫ن‬ ‫م‬ ‫ى‬ ‫إل‬ ‫ادو‬ ‫ع‬ ‫ص‬ ‫مهل‬ ‫ع‬ ‫مج‬ ‫ي‬ ‫و‬ ‫درا‬ ‫وم‬ ‫ال‬ ‫مدخ‬ ‫ت‬ ‫ست‬ ‫ىل‬ ‫ع‬ ‫أ‬ ‫ن‬ ‫م‬ ‫ج‬ ‫ه‬ ‫ن‬ ‫ة‬ ‫ي‬ ‫د‬ ‫ي‬ ‫لق‬ ‫ت‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫عي‬ ‫ز‬ ‫و‬ ‫ت‬ • ‫قلط‬ ‫ي‬ ‫و‬ ‫صص‬ ‫خي‬ ‫و‬ ‫في‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫عي‬ ‫م‬ ‫ج‬ ‫ع‬ ‫م‬ ‫أد‬ ‫ب‬ ‫ي‬ ‫ه‬ ‫ن‬ ‫أل‬ ‫لفسأ‬ ‫ى‬ ‫إل‬ ‫م‬ ‫ت‬ ‫ي‬ ‫ف‬ ‫و‬ ‫س‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫امدخ‬ ‫ال‬ ‫فل‬ ‫ت‬ ‫خم‬ ‫ىإل‬ ‫الوزن‬ ‫م‬ ‫ه‬ ‫ل‬ ‫ة‬ ‫عفدال‬ ‫مال‬ ‫ت‬ ‫سا‬ Cost Terminology ‫ة‬ ‫فل‬ ‫كت‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫حل‬ ‫ط‬ ‫صمال‬ • Direct Costs-Costs that an organization can trace to a cost object • Indirect costs-Costs that cannot be traced to a particular cost object • Cost Driver- Things that cause a change in the cost of an activity ‫ةمظن‬ ‫م‬ ‫ل‬ ‫ل‬ ‫ن‬ ‫كمي‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ةرشاب‬ ‫م‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ • ‫ة‬ ‫فل‬ ‫كت‬ ‫ال‬ ‫نئ‬ ‫ا‬ ‫ك‬ ‫ىإل‬ ‫عبت‬ ‫ت‬ ‫ن‬ ‫أ‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ ‫ال‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ةرشاب‬ ‫م‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫غ‬ • ‫ن‬ ‫ي‬ ‫عم‬ ‫ةفل‬ ‫ك‬ ‫ت‬ ‫ن‬ ‫ئ‬ ‫ا‬ ‫ك‬ ‫ىإل‬ ‫ىزعت‬ ‫ي‬ ‫ف‬ ‫اري‬ ‫ي‬ ‫غت‬ ‫ث‬ ‫دح‬ ‫ت‬ ‫ن‬ ‫أ‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ ‫ءا‬ ‫ي‬ ‫شأ‬ - ‫ةفل‬ ‫كت‬ ‫ال‬ ‫ق‬ ‫ئ‬ ‫ا‬ ‫س‬ • ‫ط‬ ‫اشنال‬ ‫ةفل‬ ‫ك‬ ‫ت‬ Summary • Must be able to measure costs accurately • 3 approaches • Cost to Charge Ratio (CCR) • Step Down Method • Activity Based Costing ‫ة‬ ‫ق‬ ‫د‬ ‫ب‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫س‬ ‫ا‬ ‫ي‬ ‫ق‬ ‫ىل‬ ‫ع‬ ‫ة‬ ‫رداق‬ ‫نوك‬ ‫ت‬ ‫ن‬ ‫أ‬ ‫ب‬ ‫جي‬ • ‫ج‬ ‫ه‬ ‫ن‬ ‫ال‬ 3 • ( ‫ة‬ ‫ب‬ ‫سن‬ ‫ما‬ ‫ه‬ ‫ت‬ ‫الا‬ ‫ه‬ ‫ي‬ ‫ج‬ ‫وت‬ ‫ل‬ ‫ةفل‬ ‫كت‬ ‫ال‬ •CCR) ‫ة‬ ‫ق‬ ‫ي‬ ‫ر‬ ‫ط‬ ‫ال‬ ‫ىحن‬ ‫ت‬ • ‫ط‬ ‫اشنال‬ ‫س‬ ‫اس‬ ‫أ‬ ‫ىل‬ ‫ع‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫دق‬ ‫ت‬ •
  • 49.
    HCM 213- CH13 ProviderPayment Systems ‫م‬ ‫دق‬ ‫م‬ ‫عف‬ ‫دال‬ ‫ة‬ ‫م‬ ‫ظ‬ ‫ن‬ ‫أ‬ Learning Objectives • Identify the history, theory and characteristics of the major types of payment systems • Identify the tactics payors and providers use to reduce their financial risk • Determine the cost per member per month for specific procedures • Understand the new wave of innovations in health care payment systems ‫ص‬ ‫ئ‬ ‫اص‬ ‫خ‬ ‫و‬ ‫ة‬ ‫ي‬ ‫رظن‬ ، ‫خ‬ ‫ي‬ ‫را‬ ‫ت‬ ‫ال‬ ‫ىل‬ ‫ع‬ ‫فرع‬ ‫ت‬ ‫ال‬ • ‫ع‬ ‫ف‬ ‫د‬ ‫ال‬ ‫ةمظنأ‬ ‫ن‬ ‫م‬ ‫ةيس‬ ‫يئ‬ ‫ر‬ ‫عاونأ‬ ‫ي‬ ‫م‬ ‫دق‬ ‫م‬ ‫و‬ ‫يعف‬ ‫ا‬ ‫د‬ ‫ب‬ ‫ي‬ ‫الس‬ ‫أ‬ ‫ىل‬ ‫ع‬ ‫فرع‬ ‫ت‬ ‫ال‬ • ‫ي‬ ‫ال‬ ‫م‬ ‫ال‬ ‫رط‬ ‫ا‬ ‫خمال‬ ‫ن‬ ‫م‬ ‫دحل‬ ‫ل‬ ‫مادخ‬ ‫ت‬ ‫سا‬ ‫ت‬ ‫اءارجإل‬ ‫ا‬ ‫ي‬ ‫رهش‬ ‫و‬ ‫ضع‬ ‫لكل‬ ‫ةفل‬ ‫كت‬ ‫ال‬ ‫د‬ ‫ي‬ ‫دح‬ ‫ت‬ • ‫ةددحم‬ ‫ي‬ ‫ف‬ ‫ت‬ ‫ارا‬ ‫ك‬ ‫تب‬ ‫الا‬ ‫ن‬ ‫م‬ ‫ةد‬ ‫ي‬ ‫دجال‬ ‫ة‬ ‫ج‬ ‫ومال‬ ‫م‬ ‫ه‬ ‫ف‬ • ‫ةي‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫ر‬ ‫ال‬ ‫ع‬ ‫ف‬ ‫دال‬ ‫ةمظنأ‬ Payor ‫ادال‬‫ف‬‫ع‬ Payor: An entity responsible for paying for the services of a health care provider  It can be an insurance company  It can be a governmental agency  It can be self-funded insurance through an employer • Term payor can be interchanged with payer in the health care filed. :‫ادال‬‫ف‬‫ع‬ ‫ى‬ ‫لع‬ ‫ل‬ ‫و‬ ‫ص‬ ‫ح‬ ‫ل‬ ‫ل‬ ‫ع‬ ‫فد‬ ‫ن‬ ‫ع‬ ‫ل‬ ‫و‬ ‫ؤ‬ ‫سم‬ ‫ن‬ ‫ا‬ ‫ي‬ ‫ك‬ ‫ةي‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫ر‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫ف‬ ‫و‬ ‫ت‬ ‫تامدخ‬  ‫ن‬ ‫ي‬ ‫م‬ ‫أ‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫اك‬ ‫رش‬ ‫ى‬ ‫دح‬ ‫إ‬ ‫نوكت‬ ‫ن‬ ‫أ‬ ‫ن‬ ‫ك‬ ‫مي‬ ‫و‬  ‫ةي‬ ‫موك‬ ‫ح‬ ‫ةال‬ ‫ك‬ ‫و‬ ‫نوكت‬ ‫ن‬ ‫أ‬ ‫ن‬ ‫ك‬ ‫مي‬ ‫و‬  ‫ل‬ ‫ي‬ ‫و‬ ‫م‬ ‫ت‬ ‫ال‬ ‫ىل‬ ‫ع‬ ‫ن‬ ‫ي‬ ‫م‬ ‫أ‬ ‫ت‬ ‫ال‬ ‫ن‬ ‫وك‬ ‫ي‬ ‫ن‬ ‫أ‬ ‫ن‬ ‫ك‬ ‫مي‬ ‫و‬ ‫ل‬ ‫م‬ ‫ع‬ ‫ال‬ ‫ب‬ ‫ح‬ ‫ا‬ ‫ص‬ ‫ل‬ ‫ال‬ ‫خ‬ ‫نم‬ ‫ي‬ ‫ت‬ ‫اذال‬ ‫عم‬ ‫لجألا‬ ‫ادال‬‫ف‬‫ع‬ ‫تم‬‫ب‬‫ا‬‫د‬‫ل‬ ‫نوكي‬ ‫نأ‬ ‫نكمي‬ • . ‫ةمد‬ ‫ق‬ ‫م‬ ‫ال‬ ‫ةي‬ ‫حص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ي‬ ‫ف‬ ‫عفاد‬ Evolution of Payment System ‫ع‬ ‫ف‬ ‫د‬ ‫ال‬ ‫ماظن‬ ‫روطت‬ From 1929-1960: The health care payment system was largely a combination of charge-based payment , fee-for-service , and employer-based indemnity insurance . Even when an employer paid for all or a portion of the services, the provider was the price setter. • Fee for service: A method of reimbursement based on payment for services rendered, with a specific fee correlated with each specific service. An insurance company, the patient, or a governmental program such as Medicare or Medicaid may make the payments. :9191-9191 ‫ن‬ ‫م‬ ‫د‬ ‫ح‬ ‫ى‬ ‫إل‬ ‫ة‬ ‫ي‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ع‬ ‫ف‬ ‫دال‬ ‫ماظن‬ ‫ن‬ ‫اك‬ ‫ىإل‬ ‫ةد‬ ‫نت‬ ‫سمال‬ ، ‫ع‬ ‫فد‬ ‫ةم‬ ‫ه‬ ‫ت‬ ‫م‬ ‫ئ‬ ‫ا‬ ‫قال‬ ‫ن‬ ‫م‬ ‫جي‬ ‫زم‬ ‫ر‬ ‫يب‬ ‫ك‬ ، ‫ةمد‬ ‫خ‬ ‫ال‬ ‫ل‬ ‫ب‬ ‫اق‬ ‫م‬ ‫مو‬ ‫س‬ ‫ر‬ ‫لم‬ ‫ع‬ ‫ال‬ ‫ب‬ ‫حاص‬ ‫ب‬ ‫حاص‬ ‫ع‬ ‫ف‬ ‫د‬ ‫ي‬ ‫امد‬ ‫ن‬ ‫ع‬ ‫ى‬ ‫ت‬ ‫ح‬ . ‫ن‬ ‫ي‬ ‫م‬ ‫أ‬ ‫ت‬ ‫ال‬ ‫ض‬ ‫ي‬ ‫وع‬ ‫ت‬ ‫و‬ ‫ناك‬ ‫و‬ ، ‫ت‬ ‫امدخال‬ ‫نم‬ ‫ء‬ ‫ز‬ ‫ج‬ ‫وأ‬ ‫عي‬ ‫مجل‬ ‫ل‬ ‫لم‬ ‫ع‬ ‫ال‬ . ‫رعسال‬ ‫ع‬ ‫ضا‬ ‫و‬ ‫مد‬ ‫ق‬ ‫م‬ ‫س‬ ‫اس‬ ‫أ‬ ‫ىل‬ ‫ع‬ ‫دادسال‬ ‫ة‬ ‫ق‬ ‫ي‬ ‫رط‬ : ‫ة‬ ‫مد‬ ‫خ‬ ‫ال‬ ‫موسر‬ • ‫ن‬ ‫ي‬ ‫عم‬ ‫مسر‬ ‫ع‬ ‫م‬ ، ‫ةمد‬ ‫ق‬ ‫م‬ ‫ال‬ ‫ت‬ ‫امدخال‬ ‫ل‬ ‫ب‬ ‫اق‬ ‫م‬ ‫ع‬ ‫ف‬ ‫دال‬ ‫ة‬ ‫ك‬ ‫رش‬ . ‫ة‬ ‫ني‬ ‫عم‬ ‫ة‬ ‫م‬ ‫د‬ ‫خ‬ ‫ل‬ ‫ك‬ ‫ع‬ ‫م‬ ‫ة‬ ‫ط‬ ‫ب‬ ‫ار‬ ‫ت‬ ‫م‬ ‫ال‬ ‫ل‬ ‫ث‬ ‫م‬ ‫ي‬ ‫م‬ ‫و‬ ‫ك‬ ‫ح‬ ‫ج‬ ‫م‬ ‫ا‬ ‫ن‬ ‫رب‬ ‫و‬ ‫أ‬ ، ‫ض‬ ‫ي‬ ‫رم‬ ‫ال‬ ‫و‬ ، ‫ني‬ ‫م‬ ‫أ‬ ‫ت‬ ‫ال‬ ‫ل‬ ‫ع‬ ‫ج‬ ‫د‬ ‫ق‬ ‫ة‬ ‫يب‬ ‫ط‬ ‫ال‬ ‫و‬ ‫أ‬ ‫ة‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ . ‫ت‬ ‫ا‬ ‫ع‬ ‫و‬ ‫ف‬ ‫دمال‬ ( ‫دل‬ ‫ي‬ ‫ش‬ ‫ولب‬ ‫س‬ ‫ور‬ ‫ك‬ ‫ول‬ ‫ب‬ - 9191BCBS:) 6 ‫نم‬1 ‫ةحفصال‬
  • 50.
    HCM 213- CH13 1929-BlueCross Blue Shield( BCBS): BCBS got its start in 1929 when Justin Kimball, an official at Baylor University, introduced a plan to guarantee teachers twenty-one days of hospital care a year for $6. Other employee groups joined the plan, which was then known as the Baylor Plan. ‫ي‬ ‫ف‬ ‫ل‬ ‫و‬ ‫ؤ‬ ‫س‬ ‫م‬ ‫وه‬ ‫و‬ ، ‫ل‬ ‫ب‬ ‫م‬ ‫ي‬ ‫ك‬ ‫نيت‬ ‫سوج‬ ‫مدق‬ ‫امد‬ ‫ن‬ ‫ع‬ ‫دحا‬ ‫و‬ ‫ن‬ ‫ي‬ ‫م‬ ‫ل‬ ‫ع‬ ‫م‬ ‫ال‬ ‫ن‬ ‫امض‬ ‫ل‬ ‫ة‬ ‫طخ‬ ‫رولي‬ ‫ا‬ ‫ب‬ ‫ة‬ ‫ع‬ ‫م‬ ‫اج‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ن‬ ‫م‬ ‫ا‬ ‫موي‬ ‫ن‬ ‫ي‬ ‫رشعو‬ ‫ت‬ ‫م‬ ‫ضن‬ ‫ا‬ .$ 9 ‫ةدم‬ ‫ل‬ ‫ا‬ ‫ي‬ ‫ون‬ ‫س‬ ‫ت‬ ‫ا‬ ‫ي‬ ‫فش‬ ‫ت‬ ‫سمال‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ةطخ‬ ‫ال‬ ‫ى‬ ‫ر‬ ‫خألا‬ ‫ن‬ ‫ي‬ ‫فظ‬ ‫و‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ع‬ ‫ومجم‬ . ‫رولي‬ ‫ا‬ ‫ب‬ ‫ة‬ ‫ط‬ ‫خ‬ ‫مس‬ ‫ا‬ ‫ب‬ ‫ك‬ ‫اذ‬ ‫ن‬ ‫آ‬ ‫فرعي‬ ‫ناك‬ More History Prepaid Health Plan: The first prepaid health plan was established by the Western Clinic in Tacoma, Washington, providing care to lumber company employees. Other examples were plans offered by the Ross-Loos Medical Group and the Group Health Association. • prepaid health plan Contracts between an insurer and a subscriber or a group of subscribers whereby a specified set of health benefits is provided in return for a periodic premium. 1945-Kaiser Foundation Health plans: One of the most significant providers of health care plans is Kaiser Foundation Health Plans, which was founded in 1945 as a way to finance and deliver care to Henry Kaiser’s steel mill employees. : ‫ة‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫ة‬ ‫ط‬ ‫خ‬ ‫اق‬ ‫ب‬ ‫سم‬ ‫ة‬ ‫عو‬ ‫ف‬ ‫دمال‬ ‫ن‬ ‫م‬ ‫ا‬ ‫مد‬ ‫ق‬ ‫م‬ ‫ةعو‬ ‫ف‬ ‫د‬ ‫م‬ ‫ةيحص‬ ‫ة‬ ‫ط‬ ‫خ‬ ‫ل‬ ‫و‬ ‫أ‬ ‫تسس‬ ‫أت‬ ، ‫ن‬ ‫ط‬ ‫ن‬ ‫شاو‬ ، ‫اموكا‬ ‫ت‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫يب‬ ‫رغ‬ ‫ال‬ ‫ةدا‬ ‫ي‬ ‫ع‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫يف‬ ‫ظو‬ ‫م‬ ‫ب‬ ‫ا‬ ‫شخال‬ ‫ا‬ ‫ع‬ ‫طقب‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ر‬ ‫ي‬ ‫ف‬ ‫وتو‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ط‬ ‫ط‬ ‫خ‬ ‫ال‬ ‫ىر‬ ‫خ‬ ‫ألا‬ ‫ةل‬ ‫ث‬ ‫مأل‬ ‫ا‬ ‫ن‬ ‫م‬ ‫و‬ . ‫ةكرشال‬ ‫س‬ ‫و‬ ‫ل‬ - ‫س‬ ‫و‬ ‫ر‬ ‫ة‬ ‫يب‬ ‫ط‬ ‫ال‬ ‫ة‬ ‫عومجمال‬ ‫اه‬ ‫مد‬ ‫ق‬ ‫ت‬ . ‫ة‬ ‫ع‬ ‫ومجمال‬ ‫ةح‬ ‫ص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ع‬ ‫م‬ ‫جو‬ ‫ن‬ ‫ي‬ ‫ب‬ ‫امدق‬ ‫م‬ ‫ة‬ ‫عو‬ ‫ف‬ ‫د‬ ‫م‬ ‫ةيحص‬ ‫ة‬ ‫ط‬ ‫خ‬ ‫د‬ ‫وقع‬ • ‫ن‬ ‫م‬ ‫ة‬ ‫عو‬ ‫م‬ ‫جم‬ ‫و‬ ‫أ‬ ‫كر‬ ‫ت‬ ‫شمو‬ ‫ن‬ ‫ي‬ ‫م‬ ‫أ‬ ‫ت‬ ‫ال‬ ‫ةكرش‬ ‫ةدد‬ ‫حم‬ ‫ة‬ ‫عومج‬ ‫م‬ ‫ر‬ ‫ي‬ ‫ف‬ ‫و‬ ‫ت‬ ‫م‬ ‫ت‬ ‫ي‬ ‫ث‬ ‫ي‬ ‫ح‬ ‫ن‬ ‫ي‬ ‫كر‬ ‫ت‬ ‫شمال‬ . ‫يرود‬ ‫ال‬ ‫طسق‬ ‫ل‬ ‫ب‬ ‫اق‬ ‫م‬ ‫ي‬ ‫ف‬ ‫ة‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫د‬ ‫ئ‬ ‫اوفال‬ ‫ن‬ ‫م‬ : ‫ط‬ ‫طخ‬ ‫ت‬ ‫ة‬ ‫س‬ ‫س‬ ‫ؤ‬ ‫م‬ ‫ةح‬ ‫صال‬ ‫رز‬ ‫يا‬ ‫ك‬ - 9191 ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ططخ‬ ‫م‬ ‫ه‬ ‫أ‬ ‫يمدق‬ ‫م‬ ‫ن‬ ‫م‬ ‫ةدحاو‬ ، ‫ة‬ ‫ي‬ ‫حصال‬ ‫ط‬ ‫طخ‬ ‫ال‬ ‫ة‬ ‫س‬ ‫سؤم‬ ‫رز‬ ‫ي‬ ‫ا‬ ‫ك‬ ‫و‬ ‫ه‬ ‫ة‬ ‫ي‬ ‫حصال‬ ‫ا‬ ‫ه‬ ‫ر‬ ‫ا‬ ‫بت‬ ‫عا‬ ‫ب‬ 9191 ‫ماع‬ ‫ي‬ ‫ف‬ ‫ت‬ ‫سس‬ ‫أ‬ ‫ت‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫لل‬‫م‬‫فظو‬‫ي‬ ‫ن‬ ‫ةياعرال‬ ‫و‬ ‫ت‬ ‫ق‬ ‫د‬ ‫ي‬ ‫م‬ ‫تل‬ ‫م‬‫يو‬ ‫ل‬ ‫يسو‬‫ل‬‫ة‬ . ‫رز‬ ‫ي‬ ‫ا‬ ‫ك‬ ‫ير‬ ‫ن‬ ‫ه‬ ‫ب‬ ‫لصال‬ ‫ع‬ ‫ن‬ ‫صم‬ 1965-Medicare under Social Security Act: In 1965, the Medicare program was enacted as a federal social program, under Title XVIII of the Social Security Act, to provide insurance primarily to the population aged sixty-five and older, who found coverage almost impossible to obtain. 1970-Primarily fee for service and cost based reimbursement: The payment mechanisms for providers at the time were primarily fee-for-service for physicians and cost-based reimbursement for hospitals. 1973-HMOs: The health maintenance organization became institutionalized in 1973 with the HMO Act, enacted in an effort to expand the number of HMOs and which required employers with more than twenty-five employees to offer an HMO in addition to other insurance options. ‫ن‬ ‫ا‬ ‫م‬ ‫ضال‬ ‫ن‬ ‫ونا‬ ‫ق‬ ‫تح‬ ‫ت‬ ‫ة‬ ‫ي‬ ‫بط‬ ‫ال‬ ‫ة‬ ‫يا‬ ‫عرال‬ -9191 :‫يعامتجالا‬ ‫ة‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫جم‬ ‫ان‬ ‫رب‬ ‫ر‬ ‫د‬ ‫ص‬ ، 9191 ‫ماع‬ ‫يف‬ ‫ناونع‬ ‫تحت‬ ، ‫يداحتالا‬ ‫يعامتجالا‬ ‫انربك‬‫م‬‫ج‬ ، ‫ي‬ ‫ع‬ ‫ا‬ ‫م‬ ‫ت‬ ‫ج‬ ‫الا‬ ‫ن‬ ‫ا‬ ‫م‬ ‫ض‬ ‫ال‬ ‫ن‬ ‫ونا‬ ‫ق‬ ‫نم‬ ‫رشع‬ ‫نم‬ ‫اث‬ ‫ال‬ ‫ن‬ ‫يذال‬ ‫ن‬ ‫ا‬ ‫ك‬ ‫س‬ ‫ال‬ ‫ىإل‬ ‫لوأل‬ ‫ا‬ ‫ماقمال‬ ‫ي‬ ‫ف‬ ‫ن‬ ‫ي‬ ‫م‬ ‫أ‬ ‫ت‬ ‫ال‬ ‫ر‬ ‫ي‬ ‫فو‬ ‫ت‬ ‫و‬ ، ‫نسال‬ ‫ابكو‬‫ر‬ ‫و‬ ‫س‬ ‫ت‬ ‫ي‬ ‫ن‬ ‫ةسمخ‬ ‫ب‬ ‫ي‬ ‫ن‬ ‫مهرامعأ‬ ‫تت‬‫ر‬‫ا‬‫و‬‫ح‬ ‫تسمال‬‫ح‬‫ي‬‫ل‬ ‫نم‬ ‫نوكي‬ ‫اكي‬‫د‬ ‫يطغت‬‫ة‬ ‫اودجو‬ ‫نيذالو‬ . ‫ا‬ ‫ه‬ ‫ي‬ ‫ل‬ ‫ع‬ ‫لوصحال‬ ‫ل‬ ‫ب‬ ‫اق‬ ‫م‬ ‫موسر‬ ‫ع‬ ‫فد‬ ‫لوأل‬ ‫ا‬ ‫ماق‬ ‫م‬ ‫ال‬ ‫ي‬ ‫ف‬ -9191 : ‫ةفلكت‬ ‫ال‬ ‫ساس‬ ‫أ‬ ‫ديدس‬ ‫ت‬ ‫و‬ ‫تامدخال‬ ‫ماق‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ق‬ ‫وال‬ ‫ي‬ ‫ف‬ ‫يم‬ ‫دق‬ ‫مل‬ ‫ع‬ ‫فد‬ ‫ال‬ ‫تا‬ ‫ي‬ ‫آل‬ ‫ت‬ ‫ن‬ ‫ا‬ ‫ك‬ ‫و‬ ‫ل‬ ‫وألا‬ ‫ساس‬ ‫أ‬ ‫ى‬ ‫ل‬ ‫ع‬ ‫دا‬ ‫د‬ ‫س‬ ‫ال‬ ‫و‬ ‫ء‬ ‫ا‬ ‫بط‬ ‫أل‬ ‫ل‬ ‫ةمدخال‬ ‫لباق‬ ‫م‬ ‫موسر‬ . ‫ت‬ ‫ا‬ ‫ي‬ ‫فشتس‬ ‫م‬ ‫لل‬ ‫ةفلكت‬ ‫ال‬ : ‫ى‬ ‫ضر‬ ‫مال‬ ‫قي‬ ‫د‬ ‫ان‬ ‫ص‬ -9191 ‫اطال‬‫ب‬‫ع‬ ‫إ‬‫ض‬‫اف‬‫ء‬ ‫يصال‬‫ا‬‫ن‬‫ة‬ ‫ةحصال‬ ‫ةمظنم‬ ‫أ‬‫ص‬‫ب‬‫ح‬‫ت‬ ‫يذال‬ ، ‫نم‬ ‫ؤ‬ ‫م‬ ‫ن‬ ‫ونا‬ ‫ق‬ ‫ع‬ ‫م‬ 9191 ‫ماع‬ ‫ي‬ ‫ف‬ ‫يسسؤمال‬ ‫ىض‬ ‫رمال‬ ‫قي‬ ‫د‬ ‫ان‬ ‫ص‬ ‫دد‬ ‫ع‬ ‫ة‬ ‫د‬ ‫اي‬ ‫زل‬ ‫ةلواحم‬ ‫ي‬ ‫ف‬ ‫ن‬ ‫س‬ ‫ةسمخ‬ ‫نم‬ ‫ر‬ ‫ث‬ ‫كأ‬ ‫ع‬ ‫م‬ ‫ل‬ ‫معال‬ ‫با‬ ‫ب‬ ‫رأ‬ ‫ب‬ ‫ل‬ ‫ط‬ ‫ت‬ ‫ي‬ ‫يذال‬ ‫و‬ ‫ى‬ ‫إل‬ ‫ة‬ ‫فاضإل‬ ‫ا‬ ‫ب‬ ‫نم‬ ‫ؤ‬ ‫م‬ ‫م‬ ‫يدقت‬ ‫ل‬ ‫افظو‬ ‫م‬ ‫ن‬ ‫ي‬ ‫رشعو‬ . ‫ى‬ ‫رخألا‬ ‫ن‬ ‫ي‬ ‫م‬ ‫أت‬ ‫ال‬ ‫تا‬ ‫ر‬ ‫اي‬ ‫خ‬ Capitation-Limits payment: Private insurers introduced capitation, which fixes a limit on payouts to providers by reimbursing them per capita and not by the actual services provided : ‫ع‬ ‫فد‬ ‫دود‬ ‫ح‬ - ‫س‬ ‫و‬ ‫ؤرال‬ ، ‫س‬ ‫و‬ ‫ؤ‬ ‫رال‬ ‫ة‬ ‫ص‬ ‫اخال‬ ‫ن‬ ‫ي‬ ‫م‬ ‫أ‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫اك‬ ‫رش‬ ‫تمدق‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫يمدق‬ ‫م‬ ‫ل‬ ‫ت‬ ‫ا‬ ‫عف‬ ‫د‬ ‫ىل‬ ‫ع‬ ‫د‬ ‫ح‬ ‫ال‬ ‫ددح‬ ‫ي‬ ‫ي‬ ‫ذال‬ ‫ق‬ ‫ي‬ ‫رط‬ ‫ن‬ ‫ع‬ ‫س‬ ‫ي‬ ‫ل‬ ‫و‬ ‫درفال‬ ‫ب‬ ‫ي‬ ‫ص‬ ‫ن‬ ‫م‬ ‫ه‬ ‫ل‬ ‫د‬ ‫ي‬ ‫دست‬ ‫ة‬ ‫م‬ ‫دق‬ ‫م‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫ع‬ ‫فال‬ ‫ت‬ ‫امدخال‬ 6 ‫نم‬2 ‫ةحفصال‬
  • 51.
    HCM 213- CH13 1980-Perspectivepayment system : Prospective payment systems began in the early 1980s, and since that time there has been a movement away from the provider as a price-setter, since the government was setting the prices that the Medicare and Medicaid programs would pay, and many providers did not have the size and clout to negotiate with insurers, including HMOs. 1990s –mid 2000s focus on access-cost and quality : ‫ر‬ ‫وظ‬ ‫نم‬ -9191 ‫ع‬ ‫فد‬ ‫ال‬ ‫ما‬ ‫ظ‬ ‫ن‬ 9191 ‫ي‬ ‫ف‬ ‫ن‬ ‫ي‬ ‫ل‬ ‫م‬ ‫ت‬ ‫حمال‬ ‫ع‬ ‫فد‬ ‫ال‬ ‫ةمظ‬ ‫ن‬ ‫أ‬ ‫تأد‬ ‫ب‬ s ‫يف‬ ‫ةك‬ ‫ر‬ ‫ح‬ ‫ك‬ ‫ا‬ ‫ن‬ ‫ه‬ ‫نكت‬ ‫مل‬ ‫ت‬ ‫ق‬ ‫وال‬ ‫كل‬ ‫ذ‬ ‫ذن‬ ‫مو‬ ، ‫رك‬ ‫ب‬ ‫م‬ ‫ت‬ ‫ق‬ ‫و‬ ‫نأل‬ ‫ارظن‬ ، ‫ةعضاو‬ ‫ن‬ ‫م‬ ‫ث‬ ‫ك‬ ‫دو‬ ‫ز‬ ‫م‬ ‫نع‬ ‫اد‬ ‫ي‬ ‫عب‬ ‫ة‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫جم‬ ‫ار‬ ‫ب‬ ‫ن‬ ‫أ‬ ‫ر‬ ‫ا‬ ‫عسأ‬ ‫د‬ ‫ي‬ ‫دح‬ ‫ت‬ ‫ةموكحال‬ ‫يمدقم‬ ‫نم‬ ‫يدعال‬‫د‬ ‫لو‬‫م‬ ، ‫ي‬ ‫د‬ ‫ف‬ ‫ع‬ ‫نأ‬ ‫هنأش‬ ‫نم‬ ‫بطالو‬‫ي‬‫ة‬ ‫تاك‬ ‫رش‬ ‫ع‬ ‫م‬ ‫ضوافت‬ ‫ل‬ ‫ل‬ ‫ذو‬ ‫ف‬ ‫ن‬ ‫و‬ ‫مجح‬ ‫ا‬ ‫ه‬ ‫ي‬ ‫د‬ ‫ل‬ ‫سي‬ ‫ل‬ . ‫ىض‬ ‫رمال‬ ‫ق‬ ‫ي‬ ‫دان‬ ‫ص‬ ‫كل‬ ‫ذ‬ ‫يف‬ ‫ا‬ ‫مب‬ ، ‫ن‬ ‫ي‬ ‫م‬ ‫أت‬ ‫ال‬ -mid9111 s9111 s ‫ةفلكت‬ ‫ى‬ ‫ل‬ ‫ع‬ ‫ز‬ ‫ي‬ ‫كر‬ ‫ت‬ ‫ال‬ ‫يف‬ ‫ة‬ ‫دوجال‬ ‫و‬ ‫لوصوال‬ Population-Based Payment Mechanisms Emerge ‫اه‬ ‫سأرب‬ ‫ع‬ ‫ف‬ ‫دال‬ ‫ت‬ ‫ا‬ ‫ي‬ ‫آل‬ ‫ن‬ ‫اك‬ ‫سال‬ ‫دد‬ ‫ع‬ ‫س‬ ‫اس‬ ‫أ‬ ‫ىلع‬ Value Based Purchasing : A payment methodology designed to provide incentives to providers for delivering quality health care at a lower cost. The goal of VBP is to encourage quality of care in multiple care settings (e.g., physicians’ offices, hospitals, etc.). • Payment under the VBP program are characterized as rewards or incentive payments for hospitals on their achievements and improvement over time on specific measures related to national benchmarks. : ‫ءان‬ ‫ب‬ ‫و‬ ‫تا‬ ‫ي‬ ‫ر‬ ‫ت‬ ‫ش‬ ‫مال‬ ‫ةميق‬ ‫ي‬ ‫م‬ ‫دق‬ ‫مل‬ ‫ز‬ ‫ف‬ ‫ا‬ ‫وحال‬ ‫ر‬ ‫ي‬ ‫ف‬ ‫وت‬ ‫ل‬ ‫ةم‬ ‫م‬ ‫ص‬ ‫م‬ ‫ع‬ ‫ف‬ ‫د‬ ‫ة‬ ‫ي‬ ‫جه‬ ‫ن‬ ‫م‬ ‫ف‬ ‫د‬ ‫ه‬ . ‫ل‬ ‫قأ‬ ‫ة‬ ‫ف‬ ‫لكتب‬ ‫ة‬ ‫د‬ ‫ي‬ ‫جال‬ ‫ة‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫عرال‬ ‫م‬ ‫يدقتل‬ VBP ‫تاس‬ ‫س‬ ‫ؤ‬ ‫م‬ ‫ي‬ ‫ف‬ ‫ةياع‬ ‫ر‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ع‬ ‫و‬ ‫ن‬ ‫ع‬ ‫ي‬ ‫جشت‬ ‫وه‬ ‫ب‬ ‫ت‬ ‫ا‬ ‫كم‬ ، ‫ال‬ ‫ث‬ ‫م‬ ‫ال‬ ‫ليب‬ ‫س‬ ‫ىل‬ ‫ع‬ ( ‫ة‬ ‫دد‬ ‫ع‬ ‫ت‬ ‫م‬ ‫ة‬ ‫يا‬ ‫عرال‬ .) ‫خال‬ ، ‫ت‬ ‫ا‬ ‫ي‬ ‫فشت‬ ‫س‬ ‫مال‬ ‫و‬ ‫ءا‬ ‫ب‬ ‫ط‬ ‫ألا‬ ‫جم‬ ‫ان‬ ‫رب‬ ‫ر‬ ‫اط‬ ‫إ‬ ‫ي‬ ‫ف‬ ‫ع‬ ‫ف‬ ‫دال‬ ‫ز‬ ‫ي‬ ‫م‬ ‫ت‬ ‫ت‬ •VBP ‫تآ‬ ‫ف‬ ‫ا‬ ‫كمك‬ ‫ىل‬ ‫ع‬ ‫تا‬ ‫ي‬ ‫فش‬ ‫ت‬ ‫سملل‬ ‫ز‬ ‫ف‬ ‫ا‬ ‫و‬ ‫حال‬ ‫تاع‬ ‫وفدم‬ ‫و‬ ‫أ‬ ‫ر‬ ‫يب‬ ‫ادت‬ ‫ى‬ ‫ل‬ ‫ع‬ ‫ت‬ ‫ق‬ ‫وال‬ ‫ر‬ ‫و‬ ‫ر‬ ‫م‬ ‫ع‬ ‫م‬ ‫نسح‬ ‫ت‬ ‫و‬ ‫مهتازاجنإ‬ . ‫ة‬ ‫ين‬ ‫ط‬ ‫وال‬ ‫ر‬ ‫ي‬ ‫ي‬ ‫ا‬ ‫عمال‬ ‫ق‬ ‫ل‬ ‫ع‬ ‫ت‬ ‫ت‬ ‫ة‬ ‫ددحم‬ : ‫ءان‬ ‫ب‬ ‫و‬ ‫تا‬ ‫ي‬ ‫ر‬ ‫ت‬ ‫ش‬ ‫مال‬ ‫ةميق‬ ‫ي‬ ‫م‬ ‫دق‬ ‫مل‬ ‫ز‬ ‫ف‬ ‫ا‬ ‫وحال‬ ‫ر‬ ‫ي‬ ‫ف‬ ‫وت‬ ‫ل‬ ‫ةم‬ ‫م‬ ‫ص‬ ‫م‬ ‫ع‬ ‫ف‬ ‫د‬ ‫ة‬ ‫ي‬ ‫جه‬ ‫ن‬ ‫م‬ ‫ف‬ ‫د‬ ‫ه‬ . ‫ل‬ ‫قأ‬ ‫ة‬ ‫ف‬ ‫لكتب‬ ‫ة‬ ‫د‬ ‫ي‬ ‫جال‬ ‫ة‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫عرال‬ ‫م‬ ‫يدقتل‬ VBP ‫تاس‬ ‫س‬ ‫ؤ‬ ‫م‬ ‫ي‬ ‫ف‬ ‫ةياع‬ ‫ر‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ع‬ ‫و‬ ‫ن‬ ‫ع‬ ‫ي‬ ‫جشت‬ ‫وه‬ ‫ب‬ ‫ت‬ ‫ا‬ ‫كم‬ ، ‫ال‬ ‫ث‬ ‫م‬ ‫ال‬ ‫ليب‬ ‫س‬ ‫ىل‬ ‫ع‬ ( ‫ة‬ ‫دد‬ ‫ع‬ ‫ت‬ ‫م‬ ‫ة‬ ‫يا‬ ‫عرال‬ .) ‫خال‬ ، ‫ت‬ ‫ا‬ ‫ي‬ ‫فشت‬ ‫س‬ ‫مال‬ ‫و‬ ‫ءا‬ ‫بط‬ ‫ألا‬ ‫جم‬ ‫ان‬ ‫رب‬ ‫ر‬ ‫اط‬ ‫إ‬ ‫ي‬ ‫ف‬ ‫ع‬ ‫ف‬ ‫دال‬ ‫ز‬ ‫ي‬ ‫م‬ ‫ت‬ ‫ت‬ •VBP ‫تآ‬ ‫ف‬ ‫ا‬ ‫كمك‬ ‫ىل‬ ‫ع‬ ‫تا‬ ‫ي‬ ‫فش‬ ‫ت‬ ‫سملل‬ ‫ز‬ ‫ف‬ ‫ا‬ ‫و‬ ‫حال‬ ‫تاع‬ ‫وفدم‬ ‫وأ‬ ‫ر‬ ‫يب‬ ‫ادت‬ ‫ى‬ ‫ل‬ ‫ع‬ ‫ت‬ ‫ق‬ ‫وال‬ ‫ر‬ ‫و‬ ‫ر‬ ‫م‬ ‫ع‬ ‫م‬ ‫نسح‬ ‫ت‬ ‫و‬ ‫مهتازاجنإ‬ . ‫ة‬ ‫ين‬ ‫ط‬ ‫وال‬ ‫ر‬ ‫ي‬ ‫ي‬ ‫ا‬ ‫عمال‬ ‫ق‬ ‫ل‬ ‫ع‬ ‫ت‬ ‫ت‬ ‫ة‬ ‫ددحم‬ Hospital Readmissions Reductions : Never Events: Adverse patient outcomes due to provider negligence that are not ever supposed to happen and that therefore are typically not reimbursed. A readmission is an admission to a hospital within thirty days of discharge from that same hospital or another part of the system containing that hospital. • this program has caused hospitals to institute improvements in coordinating care after the patient leaves the hospital, improvements that include home health nurse visits and other mechanisms to help to ensure patient compliance with discharge instructions, including taking medications. : ‫تا‬ ‫ض‬ ‫ي‬ ‫فخت‬ ‫الخدإل‬ ‫ا‬ ‫ة‬ ‫دا‬ ‫عإ‬ ‫ىفشتسم‬ ‫ب‬ ‫ب‬ ‫س‬ ‫ب‬ ‫ة‬ ‫ي‬ ‫ب‬ ‫ل‬ ‫س‬ ‫ال‬ ‫ىض‬ ‫رمال‬ ‫ج‬ ‫ئ‬ ‫ا‬ ‫ت‬ ‫ن‬ : ‫ث‬ ‫ادحأل‬ ‫ا‬ ‫اد‬ ‫ب‬ ‫أ‬ ‫ت‬ ‫ق‬ ‫و‬ ‫ي‬ ‫أ‬ ‫ن‬ ‫م‬ ‫ض‬ ‫ر‬ ‫ت‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫يذال‬ ‫ر‬ ‫فومال‬ ‫ال‬ ‫م‬ ‫ه‬ ‫الا‬ . ‫اهديدس‬ ‫ت‬ ‫م‬ ‫ت‬ ‫ي‬ ‫ا‬ ‫م‬ ‫ة‬ ‫د‬ ‫ا‬ ‫ع‬ ‫يالت‬ ‫ال‬ ‫ب‬ ‫و‬ ، ‫ث‬ ‫دح‬ ‫ي‬ ‫نأ‬ ‫ى‬ ‫ضم‬ ‫كلذ‬ ‫و‬ ‫ى‬ ‫فشتسمال‬ ‫ىإل‬ ‫لوخ‬ ‫د‬ ‫ال‬ ‫و‬ ‫ه‬ ‫ل‬ ‫و‬ ‫ب‬ ‫قال‬ ‫ةدا‬ ‫عإو‬ ‫سف‬ ‫ن‬ ‫نم‬ ‫هجورخ‬ ‫نم‬ ‫ا‬ ‫م‬ ‫و‬ ‫ي‬ ‫ن‬ ‫يث‬ ‫الث‬ ‫لالخ‬ ‫اذه‬ ‫يو‬ ‫ت‬ ‫حي‬ ‫ما‬ ‫ظ‬ ‫ن‬ ‫نم‬ ‫رخآ‬ ‫ء‬ ‫زج‬ ‫و‬ ‫أ‬ ‫ىفشتسمال‬ . ‫ال‬ ‫م‬ ‫س‬ ‫ت‬ ‫ش‬ ‫ف‬ ‫ى‬ ‫اختإ‬‫ذ‬ ‫ف‬ ‫ي‬ ‫ت‬ ‫س‬ ‫ب‬ ‫ب‬ ‫دق‬ ‫انربال‬‫م‬‫ج‬ ‫اذه‬ • ‫ال‬ ‫م‬ ‫س‬ ‫ت‬ ‫ش‬ ‫ف‬ ‫ي‬ ‫ا‬ ‫ت‬ ‫ة‬ ‫ر‬ ‫دا‬ ‫غم‬ ‫د‬ ‫عب‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫قي‬ ‫س‬ ‫ن‬ ‫ت‬ ‫ي‬ ‫ف‬ ‫ت‬ ‫ا‬ ‫ني‬ ‫س‬ ‫حت‬ ‫ال‬ ‫لمشت‬ ‫ال‬ ‫ت‬ ‫ي‬ ‫ت‬ ‫تالو‬‫ح‬‫يس‬‫ن‬‫ا‬ ، ‫ال‬ ‫م‬ ‫س‬ ‫ت‬ ‫ش‬ ‫ف‬ ‫ى‬ ‫ضيرمال‬ ‫نم‬ ‫اه‬ ‫ر‬ ‫ي‬ ‫غو‬ ‫ة‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫ة‬ ‫ض‬ ‫رمم‬ ‫ة‬ ‫ي‬ ‫لزن‬ ‫م‬ ‫ال‬ ‫تا‬ ‫ر‬ ‫اي‬ ‫زال‬ ‫ض‬ ‫ي‬ ‫ر‬ ‫م‬ ‫ال‬ ‫ال‬ ‫ث‬ ‫ت‬ ‫ما‬ ‫ن‬ ‫ا‬ ‫مض‬ ‫ىل‬ ‫ع‬ ‫ة‬ ‫د‬ ‫ع‬ ‫اسمل‬ ‫ل‬ ‫ت‬ ‫ا‬ ‫ي‬ ‫لآل‬ ‫ا‬ . ‫ةيودألا‬ ‫نت‬‫ا‬‫و‬‫ل‬ ‫لذ‬‫ك‬ ‫ف‬ ‫ي‬ ‫امب‬ ، ‫ال‬ ‫ت‬ ‫ف‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫ل‬ ‫ل‬ ‫ت‬ ‫ع‬ ‫ل‬ ‫ي‬ ‫م‬ ‫ا‬ ‫ت‬ Accountable Care Organizations: a patient-centered, population-based health care organization made up of various providers (most notably hospitals, primary care physicians, and specialists) and suppliers of services covered by Medicare. The CMS final rule says that all ‫ةحئال‬ ‫ال‬ ‫ل‬ ‫وقت‬ ‫و‬ . ‫اه‬ ‫ي‬ ‫طغت‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫يب‬ ‫ط‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ة‬ ‫يئ‬ ‫اه‬ ‫ن‬ ‫ال‬ CMS ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ي‬ ‫م‬ ‫دق‬ ‫م‬ ‫ع‬ ‫ي‬ ‫م‬ ‫ج‬ ‫ن‬ ‫أ‬ ‫طقف‬ ‫ن‬ ‫ك‬ ‫ل‬ ‫و‬ ‫وك‬ ‫أ‬ ‫ي‬ ‫ف‬ ‫كراش‬ ‫ت‬ ‫ن‬ ‫أ‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ ‫ة‬ ‫ي‬ ‫حصال‬ . ‫وكأ‬ ‫و‬ ‫ىعر‬ ‫ت‬ ‫ن‬ ‫أ‬ ‫ن‬ ‫ك‬ ‫م‬ ‫ي‬ ‫يمدق‬ ‫م‬ ‫ضعب‬ 6 ‫نم‬3 ‫ةحفصال‬
  • 52.
    HCM 213- CH13 Medicareproviders can participate in an ACO but only certain providers can sponsor an ACO. Medicare provider are qualified to sponsor ACOs • Physician group practices • networks of individual practitioners. • hospitals partnering with or employing eligible physicians • nurse practitioners, • physician assistants, • specialists. ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رل‬ ‫ة‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫دوز‬ ‫م‬ ‫ن‬ ‫ولهؤم‬ ACOS ‫بيب‬ ‫ط‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫سرام‬ ‫مال‬ ‫ة‬ ‫عومج‬ ‫م‬ • . ‫ة‬ ‫ي‬ ‫درفال‬ ‫ن‬ ‫ي‬ ‫سرام‬ ‫مال‬ ‫ت‬ ‫اك‬ ‫ب‬ ‫ش‬ • ‫ءا‬ ‫ب‬ ‫طأ‬ ‫ف‬ ‫ي‬ ‫ظ‬ ‫و‬ ‫ت‬ ‫و‬ ‫أ‬ ‫ع‬ ‫م‬ ‫ة‬ ‫ك‬ ‫ا‬ ‫رشال‬ ‫ت‬ ‫ا‬ ‫ي‬ ‫فش‬ ‫ت‬ ‫سمال‬ • ‫نيلهؤم‬ ، ‫ة‬ ‫ضرم‬ ‫م‬ ‫ن‬ ‫ي‬ ‫سرام‬ ‫م‬ ‫ال‬ • ، ‫ءا‬ ‫ب‬ ‫طألا‬ ‫يدعاس‬ ‫م‬ • . ‫ن‬ ‫ي‬ ‫ص‬ ‫صخت‬ ‫م‬ ‫ال‬ • Provider Payment Mechanisms ‫ع‬ ‫ف‬ ‫دال‬ ‫دوز‬ ‫م‬ ‫ت‬ ‫ا‬ ‫ي‬ ‫آل‬ Origins of Provider Payment Systems: • In the beginning Medicare based its payment system on the BCBS payment policies to pay hospitals and physicians. • Cost based reimbursement system paid on a retrospective basis. • Currently most prospective payment systems. Over the years, most Medicare reimbursement has evolved into a prospective payment system and, as was previously discussed, is continuing to evolve into a payment system based in part on value rather than on the quantity of services performed. Prospective payment systems: A payment method that establishes rates, prices, or budgets before services are rendered and costs are incurred. Providers retain or absorb at least a portion of the difference between established revenues and actual costs. : ‫ع‬ ‫ف‬ ‫د‬ ‫ال‬ ‫دو‬ ‫ز‬ ‫م‬ ‫ةمظ‬ ‫ن‬ ‫أ‬ ‫ل‬ ‫و‬ ‫صأ‬ ‫ماظن‬ ‫بطال‬‫ي‬‫ة‬ ‫ةياعرال‬ ‫ساسأ‬ ‫لع‬‫ى‬ ‫بال‬‫د‬‫ا‬‫ي‬‫ة‬ ‫ف‬ ‫ي‬ • ‫ع‬ ‫ف‬ ‫د‬ ‫ل‬ ‫ل‬ ‫ز‬ ‫ا‬ ‫ب‬ ‫ة‬ ‫ن‬ ‫ج‬ ‫عف‬ ‫د‬ ‫ت‬ ‫اسا‬ ‫ي‬ ‫س‬ ‫ىل‬ ‫ع‬ ‫ع‬ ‫ف‬ ‫دال‬ . ‫ءا‬ ‫ب‬ ‫طأل‬ ‫ا‬ ‫و‬ ‫ت‬ ‫ا‬ ‫ي‬ ‫فش‬ ‫ت‬ ‫سمال‬ ‫ىل‬ ‫ع‬ ‫ع‬ ‫ف‬ ‫د‬ ‫ت‬ ‫دادسال‬ ‫ماظن‬ ‫س‬ ‫اس‬ ‫أ‬ ‫ىل‬ ‫ع‬ ‫ةفل‬ ‫كت‬ ‫ال‬ • . ‫يع‬ ‫جر‬ ‫س‬ ‫اسأ‬ . ‫ن‬ ‫ي‬ ‫ل‬ ‫م‬ ‫ت‬ ‫حمال‬ ‫ع‬ ‫ف‬ ‫دال‬ ‫ة‬ ‫مظنأ‬ ‫مظعم‬ ‫ا‬ ‫ي‬ ‫الح‬ • ‫د‬ ‫ي‬ ‫د‬ ‫س‬ ‫ت‬ ‫مظعم‬ ‫ترو‬ ‫ط‬ ‫ت‬ ، ‫ن‬ ‫ين‬ ‫سال‬ ‫رم‬ ‫ىل‬ ‫ع‬ ‫امك‬ ‫و‬ ، ‫ق‬ ‫ب‬ ‫سمال‬ ‫ع‬ ‫ف‬ ‫دال‬ ‫م‬ ‫ا‬ ‫ظن‬ ‫ى‬ ‫إل‬ ‫ة‬ ‫يب‬ ‫ط‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ع‬ ‫ف‬ ‫دال‬ ‫م‬ ‫ا‬ ‫ظن‬ ‫ىإل‬ ‫ر‬ ‫و‬ ‫ط‬ ‫ت‬ ‫ت‬ ‫ل‬ ‫صا‬ ‫وت‬ ، ‫اق‬ ‫ب‬ ‫ا‬ ‫س‬ ‫شق‬ ‫ون‬ ‫ن‬ ‫م‬ ‫ال‬ ‫د‬ ‫ب‬ ‫ةم‬ ‫ي‬ ‫قال‬ ‫ىل‬ ‫ع‬ ‫اه‬ ‫ن‬ ‫م‬ ‫ءزج‬ ‫ي‬ ‫ف‬ ‫دن‬ ‫ت‬ ‫ست‬ . ‫ا‬ ‫ه‬ ‫ن‬ ‫و‬ ‫د‬ ‫ؤ‬ ‫ي‬ ‫ي‬ ‫ت‬ ‫ال‬ ‫ت‬ ‫امدخال‬ ‫ة‬ ‫ي‬ ‫مك‬ ‫ىل‬ ‫ع‬ ‫ز‬ ‫ي‬ ‫كر‬ ‫ت‬ ‫ال‬ ‫ال‬ ‫ت‬ ‫ي‬ ‫ال‬‫د‬‫ف‬‫ع‬ ‫ةقيرط‬ : ‫ةعقوتمال‬ ‫تاعوفدمال‬ ‫مظن‬ ‫نأ‬ ‫ق‬ ‫ب‬ ‫ل‬ ‫يمال‬‫ز‬‫ا‬‫ن‬‫ي‬‫ا‬‫ت‬ ‫وأ‬ ، ‫راعسألا‬ ، ‫راعسا‬ ‫ددحت‬ ‫يمدق‬ ‫م‬ . ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫د‬ ‫ب‬ ‫ك‬ ‫ت‬ ‫و‬ ‫ت‬ ‫امدخال‬ ‫م‬ ‫يدق‬ ‫ت‬ ‫م‬ ‫ت‬ ‫ي‬ ‫ن‬ ‫م‬ ‫ءزج‬ ‫ن‬ ‫ع‬ ‫لقي‬ ‫ال‬ ‫ا‬ ‫م‬ ‫ب‬ ‫اع‬ ‫يت‬ ‫سا‬ ‫و‬ ‫أ‬ ‫ظ‬ ‫اف‬ ‫ت‬ ‫حالا‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫و‬ ‫ة‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫ال‬ ‫تادار‬ ‫ي‬ ‫إلا‬ ‫ني‬ ‫ب‬ ‫قر‬ ‫فال‬ ‫ال‬ ‫ف‬ ‫ع‬ ‫ل‬ ‫ي‬ ‫ة‬ Adding Precision to Reimbursement: • Precision add with ICD 9 CM and the Healthcare Common Procedure Coding Systems • DRGs and APCs : ‫د‬ ‫ي‬ ‫دستال‬ ‫ي‬ ‫ف‬ ‫ةق‬ ‫دال‬ ‫اف‬ ‫ي‬ ‫ضم‬ ‫ع‬ ‫م‬ ‫ة‬ ‫فاض‬ ‫إ‬ ‫ةق‬ ‫دال‬ ICD ‫تاءا‬ ‫ر‬ ‫جإلاو‬ ‫مس‬ 1 ‫ة‬ ‫مظنأ‬ ‫ز‬ ‫ي‬ ‫مر‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رلل‬ ‫ةكر‬ ‫ت‬ ‫شمال‬ DRGs ‫ة‬ ‫ع‬ ‫ردم‬ ‫ال‬ ‫د‬ ‫ونجال‬ ‫تال‬ ‫ق‬ ‫ا‬ ‫ن‬ ‫و‬ Hospital Billing ‫ىف‬ ‫ش‬ ‫ت‬ ‫سمال‬ ‫ر‬ ‫يت‬ ‫اوفال‬ Hospitals are reimbursed by Medicare for services ‫ةياعرال‬ ‫قيرط‬ ‫نع‬ ‫ال‬ ‫م‬ ‫س‬ ‫ت‬ ‫ش‬ ‫ف‬ ‫ي‬ ‫ا‬ ‫ت‬ ‫ت‬ ‫ع‬ ‫و‬ ‫ي‬ ‫ض‬ ‫ي‬ ‫ت‬ ‫م‬ : ‫قرطال‬ ‫هذه‬ ‫ف‬ ‫ي‬ ‫لوألا‬ ‫ماقمال‬ ‫ف‬ ‫ي‬ ‫تامدخلل‬ ‫بطال‬‫ي‬‫ة‬ ‫ت‬ ‫ع‬ ‫د‬ ‫ي‬ ‫ل‬ ‫ت‬ ‫ش‬ ‫خ‬ ‫ي‬ ‫ص‬ ‫ال‬ ‫بطال‬‫ي‬‫ة‬ ‫ةياعرال‬ ‫ةدش‬ •MS- DRGs ‫ع‬ ‫ف‬ ‫دال‬ ‫ما‬ ‫ظ‬ ‫ن‬ -CMS ‫ما‬ ‫ظ‬ ‫ن‬ ‫لح‬ ‫م‬ ‫ل‬ ‫ح‬ ‫يذال‬ ‫ع‬ ‫فد‬ ‫ال‬ DRG ‫ع‬ ‫م‬ ‫ت‬ ‫ا‬ ‫ع‬ ‫وفدمال‬ ‫ط‬ ‫ب‬ ‫ر‬ ‫ىإل‬ ‫فد‬ ‫ه‬ ‫ي‬ ‫و‬ . ‫لض‬ ‫ف‬ ‫أ‬ ‫ل‬ ‫كشب‬ ‫ض‬ ‫ي‬ ‫رمال‬ ‫ة‬ ‫دش‬ ‫ف‬ ‫ي‬ ‫نص‬ ‫ت‬ ‫ع‬ ‫ف‬ ‫دال‬ ‫ة‬ ‫ي‬ ‫ف‬ ‫ا‬ ‫عسإلا‬ •APCs ‫ة‬ ‫ي‬ ‫آل‬ ‫ي‬ ‫ه‬ - ‫ةيجراخال‬ ‫ايعال‬‫د‬‫تا‬ ‫تامدخلل‬ ‫تحمال‬‫م‬‫ل‬‫ي‬‫ن‬ ‫ال‬‫د‬‫ف‬‫ع‬ ‫نع‬ ‫ت‬ ‫ع‬ ‫و‬ ‫ي‬ ‫ض‬ ‫ا‬ ‫ت‬ ‫ع‬ ‫ك‬ ‫س‬ ‫يهو‬ . ‫ال‬ ‫م‬ ‫س‬ ‫ت‬ ‫ش‬ ‫ف‬ ‫ى‬ ‫ف‬ ‫ي‬ ‫اهاقأل‬ . ‫ة‬ ‫ي‬ ‫جر‬ ‫اخال‬ ‫تادايعال‬ ‫تامد‬ ‫خ‬ ‫نم‬ ‫ةم‬ ‫ز‬ ‫ح‬ ‫ن‬ ‫إ‬ ‫ف‬ ‫را‬ ‫د‬ ‫ق‬ ‫م‬ - ‫تا‬ ‫ي‬ ‫ف‬ ‫شت‬ ‫سمال‬ ‫يس‬ ‫ف‬ ‫ن‬ ‫ال‬ ‫ي‬ ‫م‬ ‫ويال‬ ‫لدب‬ ‫ال‬ • ‫يطغ‬ ‫ت‬ ‫يتال‬ ، ‫ة‬ ‫ي‬ ‫ا‬ ‫عرال‬ ‫نم‬ ‫دحا‬ ‫و‬ ‫مويل‬ ‫ع‬ ‫فد‬ ‫ع‬ ‫ف‬ ‫اد‬ ‫ال‬ ‫ن‬ ‫ي‬ ‫ي‬ ‫لخ‬ ‫ادال‬ ‫ىض‬ ‫رملل‬ ‫م‬ ‫و‬ ‫ي‬ ‫ة‬ ‫ط‬ ‫ب‬ ‫ت‬ ‫رمال‬ ‫ت‬ ‫ا‬ ‫م‬ ‫دخال‬ ‫عي‬ ‫مج‬ ‫تا‬ ‫ي‬ ‫ل‬ ‫معال‬ ‫و‬ ، ‫ة‬ ‫ي‬ ‫ض‬ ‫ي‬ ‫رم‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫كل‬ ‫ذ‬ ‫يف‬ ‫ا‬ ‫م‬ ‫ب‬ ( .) ‫كلذ‬ ‫ىإل‬ ‫امو‬ ، ‫ةيودألاو‬ ، ‫ةيحارجال‬ ‫لوصو‬ ‫ال‬ ‫م‬ ‫س‬ ‫ت‬ ‫ش‬ ‫ف‬ ‫ي‬ ‫ا‬ ‫ت‬ ‫ةجرحال‬ ‫ال‬ ‫ت‬ ‫ك‬ ‫ل‬ ‫ف‬ ‫ة‬ • primarily in these ways: • Medicare severity adjusted diagnosis MS-DRGs-The CMS payment system that replaced the DRG payment system and is designed to better correlate payments with patient severity. • Ambulatory Payment Classification APCs- are a prospective payment mechanism for outpatient services delivered at a hospital. They reflect the compensation for the bundle of outpatient services. • Per diem Psychiatric Hospitals -The amount a payor will pay for one day of care, covering all services associated with the inpatient day (including nursing care, surgeries, medications, etc.). • Cost critical access hospitals 6 ‫نم‬4 ‫ةحفصال‬
  • 53.
    6 ‫نم‬5 ‫ةحفصال‬ HCM213- CH13 • Case Rates- A rate that covers everything a hospital provides during an entire inpatient stay. ‫ة‬ ‫ال‬ ‫ح‬ •Rates ‫ءي‬ ‫ش‬ ‫ل‬ ‫ك‬ ‫يطغ‬ ‫ي‬ ‫ي‬ ‫ذ‬ ‫ال‬ ‫لد‬ ‫عمال‬ ‫و‬ - ‫ن‬ ‫يي‬ ‫لخ‬ ‫ا‬ ‫د‬ ‫ال‬ ‫ىض‬ ‫رمال‬ ‫ةماقإ‬ ‫لال‬ ‫خ‬ ‫ى‬ ‫فش‬ ‫ت‬ ‫سم‬ ‫ال‬ ‫ر‬ ‫فوي‬ .‫اهلمكأب‬ Reimbursement to Physicians for Professional Services ‫ةين‬ ‫ه‬ ‫م‬ ‫ال‬ ‫ت‬ ‫امدخ‬ ‫ل‬ ‫ل‬ ‫ءا‬ ‫ب‬ ‫طأل‬ ‫ل‬ ‫دادسال‬ • Medicare reimburses physicians and other health professionals (nurse practitioners, physician assistants, and physical therapists) through a fee schedule known as the Resource Based Relative Value Scale (RBRVS). • RBRVS - A system of paying physicians based on the relative value of the services rendered. • Relative Value Unit-A standardized weighting that is assigned to each encounter, procedure or surgery and reflects resources consumed. • Relative Value Unit is made up of work RVU, practice expense RVU, professional liability RVU ‫نم‬ ‫م‬ ‫ه‬ ‫ر‬ ‫ي‬ ‫غو‬ ‫ءا‬ ‫ب‬ ‫ط‬ ‫ألا‬ ‫ددس‬ ‫ي‬ ‫ة‬ ‫ي‬ ‫بط‬ ‫ال‬ ‫ة‬ ‫يا‬ ‫عرال‬ • ‫ة‬ ‫ضر‬ ‫مم‬ ‫ن‬ ‫ي‬ ‫سر‬ ‫ا‬ ‫ممال‬ ( ‫ن‬ ‫ي‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫ن‬ ‫يين‬ ‫همال‬ ‫لال‬ ‫خ‬ ‫نم‬ ) ‫ي‬ ‫ع‬ ‫ي‬ ‫ب‬ ‫ط‬ ‫ال‬ ‫جالعال‬ ‫و‬ ، ‫ب‬ ‫ي‬ ‫ب‬ ‫ط‬ ‫ال‬ ‫يد‬ ‫ع‬ ‫اسمو‬ ‫ءانب‬ ‫و‬ ‫د‬ ‫راومال‬ ‫مساب‬ ‫ة‬ ‫فو‬ ‫ر‬ ‫عمال‬ ‫موسرال‬ ‫لودج‬ ( ‫ة‬ ‫يب‬ ‫س‬ ‫ن‬ ‫ال‬ ‫ةميقال‬ ‫سا‬ ‫ي‬ ‫ق‬ ‫م‬ RBRVS.) •RBRVS ‫ساس‬ ‫أ‬ ‫ىل‬ ‫ع‬ ‫ءاب‬ ‫ط‬ ‫ألا‬ ‫ع‬ ‫ف‬ ‫د‬ ‫ما‬ ‫ظ‬ ‫ن‬ - . ‫ةمدقمال‬ ‫ت‬ ‫ا‬ ‫م‬ ‫دخل‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫ب‬ ‫س‬ ‫ن‬ ‫ال‬ ‫ةميقال‬ - ‫ة‬ ‫د‬ ‫حو‬ •A ‫مت‬ ‫يذال‬ ‫د‬ ‫حوم‬ ‫ح‬ ‫ي‬ ‫جر‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫يب‬ ‫س‬ ‫ن‬ ‫ال‬ ‫ةميقال‬ ‫و‬ ‫أ‬ ‫ة‬ ‫ي‬ ‫حارج‬ ‫ة‬ ‫ي‬ ‫ل‬ ‫مع‬ ‫ءارج‬ ‫إ‬ ، ‫ء‬ ‫اق‬ ‫ل‬ ‫ل‬ ‫ك‬ ‫ىإل‬ ‫ه‬ ‫نيي‬ ‫عت‬ . ‫ةكله‬ ‫ت‬ ‫س‬ ‫مال‬ ‫د‬ ‫راومال‬ ‫سك‬ ‫ع‬ ‫ت‬ ‫و‬ ‫نم‬ ‫ن‬ ‫و‬ ‫ك‬ ‫ت‬ ‫ت‬ ‫ة‬ ‫ي‬ ‫ب‬ ‫س‬ ‫ن‬ ‫ال‬ ‫ةميقال‬ ‫ة‬ ‫د‬ ‫حو‬ ‫م‬ ‫ت‬ ‫ي‬ •RVU ‫ب‬ ‫ا‬ ‫سح‬ ‫ةسر‬ ‫ا‬ ‫ممال‬ ‫و‬ ‫ل‬ ‫معال‬ RVU ،RVU ‫ة‬ ‫ين‬ ‫همال‬ ‫ة‬ ‫ي‬ ‫لوؤسمال‬ Copayments and Deductibles ‫تاموصخالو‬ ‫ال‬ ‫ت‬ ‫س‬ ‫د‬ ‫ي‬ ‫د‬ ‫ف‬ ‫ي‬ ‫ةكراشمال‬ Copayments and deductibles are a mechanism whereby the patient absorbs some of the cost of services provided. Copayment: A payment the patient is required to make to cover part of the cost of a health care service such as an office visit. These are a fixed amount or percentage of the charge. Deductibles: A base amount the patient is responsible for paying before insurance coverage begins. ‫ة‬ ‫ي‬ ‫آل‬ ‫ي‬ ‫ه‬ ‫ت‬ ‫ا‬ ‫م‬ ‫وصخال‬ ‫و‬ ‫ديدس‬ ‫ت‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ةكر‬ ‫اشمال‬ • ‫نم‬ ‫ض‬ ‫ع‬ ‫ب‬ ‫ض‬ ‫ي‬ ‫رمال‬ ‫ص‬ ‫ت‬ ‫مي‬ ‫ا‬ ‫ه‬ ‫لال‬ ‫خ‬ ‫ن‬ ‫م‬ ‫نكمي‬ . ‫ةمدقمال‬ ‫ت‬ ‫ا‬ ‫م‬ ‫دخال‬ ‫ةفلكت‬ : ‫ديدس‬ ‫ت‬ ‫ال‬ ‫ي‬ ‫ف‬ ‫ةكر‬ ‫اشمال‬ ‫ءزج‬ ‫ل‬ ‫ت‬ ‫غ‬ ‫ط‬ ‫ي‬ ‫ة‬ ‫اهب‬ ‫قال‬‫ي‬‫ا‬‫م‬ ‫ضيرمال‬ ‫نم‬ ‫لطي‬‫ب‬ ‫ةعفد‬ ‫ة‬ ‫ر‬ ‫ا‬ ‫ي‬ ‫ز‬ ‫لث‬ ‫م‬ ‫ة‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫ةمدخ‬ ‫ةفلكت‬ ‫ن‬ ‫م‬ ‫نم‬ ‫ة‬ ‫ي‬ ‫و‬ ‫ئ‬ ‫م‬ ‫ة‬ ‫ب‬ ‫سن‬ ‫و‬ ‫أ‬ ‫تب‬ ‫ا‬ ‫ث‬ ‫غ‬ ‫ل‬ ‫ب‬ ‫م‬ ‫ي‬ ‫ه‬ ‫ه‬ ‫ذ‬ ‫ه‬ . ‫ب‬ ‫ت‬ ‫كمال‬ . ‫ةم‬ ‫ه‬ ‫ت‬ ‫ال‬ ‫ه‬ ‫ذه‬ : ‫ت‬ ‫ا‬ ‫م‬ ‫وصخال‬ ‫نع‬ ‫ل‬ ‫و‬ ‫ؤس‬ ‫م‬ ‫ال‬ ‫و‬ ‫ه‬ ‫ض‬ ‫ي‬ ‫رمال‬ ‫ة‬ ‫د‬ ‫ع‬ ‫ا‬ ‫ق‬ ‫ة‬ ‫ي‬ ‫مك‬ ‫كان‬ ‫ه‬ ‫و‬ . ‫ة‬ ‫ي‬ ‫ن‬ ‫ي‬ ‫م‬ ‫أت‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ط‬ ‫غ‬ ‫ت‬ ‫ال‬ ‫أد‬ ‫ب‬ ‫ت‬ ‫نأ‬ ‫ل‬ ‫ب‬ ‫ق‬ ‫ع‬ ‫فد‬ Parts of Medicare ‫ةيب‬ ‫ط‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ن‬ ‫م‬ ‫ء‬ ‫ا‬ ‫زجأ‬ Medicare has four parts: • Part A covers inpatient services • Part B covers physician and outpatient services • Part C Medicare Advantage Plans • Part D Prescription drug coverage ‫ء‬ ‫ازجأ‬ ‫ةعبرأ‬ ‫ا‬ ‫ه‬ ‫يد‬ ‫ل‬ ‫ة‬ ‫ي‬ ‫بط‬ ‫ال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫ىض‬ ‫ر‬ ‫مال‬ ‫ة‬ ‫يا‬ ‫عر‬ ‫ت‬ ‫ا‬ ‫م‬ ‫د‬ ‫خ‬ ‫يطغ‬ ‫ت‬ ‫ف‬ ‫أل‬ ‫ءزجال‬ • ‫ادال‬‫خ‬‫ل‬‫ي‬‫ي‬‫ن‬ ‫ة‬ ‫ي‬ ‫جر‬ ‫اخ‬ ‫ال‬ ‫تا‬ ‫د‬ ‫اي‬ ‫عال‬ ‫و‬ ‫ب‬ ‫ي‬ ‫ب‬ ‫ط‬ ‫ال‬ ‫ب‬ ‫ء‬ ‫زجال‬ ‫يط‬ ‫غ‬ ‫ي‬ • ‫ت‬ ‫ا‬ ‫م‬ ‫دخال‬ ‫ء‬ ‫زجال‬ ‫ة‬ ‫ز‬ ‫ي‬ ‫م‬ ‫طط‬ ‫خ‬ •C ‫ة‬ ‫يب‬ ‫ط‬ ‫ال‬ ‫ء‬ ‫زجال‬ •D ‫ت‬ ‫ا‬ ‫ر‬ ‫دخ‬ ‫مال‬ ‫ة‬ ‫ي‬ ‫ب‬ ‫ط‬ ‫ةفصو‬ ‫ةي‬ ‫ط‬ ‫غت‬ Risk Sharing & Principles of Insurance ‫ن‬ ‫ي‬ ‫م‬ ‫أ‬ ‫ت‬ ‫ال‬ ‫ئدابم‬ ‫و‬ ‫رط‬ ‫اخمال‬ ‫مسا‬ ‫ق‬ ‫ت‬ • Goal of insurer is to set the premium at a rate that will be attractive to those buying the product will adequately cover the services rendered and as well as administrative costs • Health plan takes on risk because the premiums received must cover the cost of care and pay other expenses ‫ن‬ ‫ي‬ ‫م‬ ‫أ‬ ‫ت‬ ‫ال‬ ‫طسق‬ ‫د‬ ‫ي‬ ‫دح‬ ‫ت‬ ‫و‬ ‫ه‬ ‫ن‬ ‫ي‬ ‫م‬ ‫أ‬ ‫ت‬ ‫ال‬ ‫ن‬ ‫م‬ ‫فدهال‬ • ‫ك‬ ‫ئ‬ ‫ل‬ ‫وأل‬ ‫ة‬ ‫ب‬ ‫اذ‬ ‫ج‬ ‫نوكت‬ ‫ن‬ ‫أ‬ ‫اه‬ ‫ن‬ ‫أ‬ ‫ش‬ ‫ن‬ ‫م‬ ‫لدعم‬ ‫ب‬ ‫لكشب‬ ‫ي‬ ‫طغت‬ ‫ف‬ ‫و‬ ‫س‬ ‫ج‬ ‫تن‬ ‫م‬ ‫ال‬ ‫ن‬ ‫ورتش‬ ‫ي‬ ‫ن‬ ‫ي‬ ‫ذال‬ ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ك‬ ‫لذ‬ ‫ك‬ ‫و‬ ‫ةمد‬ ‫ق‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫مدخال‬ ‫ف‬ ‫اك‬ ‫ذ‬ ‫خأي‬ ‫ة‬ ‫ي‬ ‫رادإلا‬ ‫ىق‬ ‫لت‬ ‫ط‬ ‫ا‬ ‫س‬ ‫ق‬ ‫أ‬ ‫ب‬ ‫ب‬ ‫سب‬ ‫ر‬ ‫طخ‬ ‫ي‬ ‫ف‬ ‫ةح‬ ‫ص‬ ‫ال‬ ‫ة‬ ‫ط‬ ‫خ‬ • ‫ع‬ ‫ف‬ ‫د‬ ‫و‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫ع‬ ‫رال‬ ‫ةفل‬ ‫ك‬ ‫ت‬ ‫ي‬ ‫طغت‬ ‫ن‬ ‫أ‬ ‫بجي‬ ‫ى‬ ‫ر‬ ‫خ‬ ‫أ‬ ‫ف‬ ‫ي‬ ‫راصم‬ Steerage ‫يجوت‬‫ه‬ • Technique used to influence a population. • Used in benefit plan design by self insured and other health plans to influence or steer enrollees toward . ‫ناك‬ ‫سال‬ ‫ىل‬ ‫ع‬ ‫ر‬ ‫يث‬ ‫أ‬ ‫ت‬ ‫ل‬ ‫ل‬ ‫مدخ‬ ‫ت‬ ‫ست‬ ‫ة‬ ‫ين‬ ‫قت‬ • ‫ن‬ ‫م‬ ‫ةداف‬ ‫ت‬ ‫سال‬ ‫ا‬ ‫ةطخ‬ ‫م‬ ‫ي‬ ‫مصت‬ ‫ي‬ ‫ف‬ ‫مدخ‬ ‫ت‬ ‫ست‬ • ‫ط‬ ‫ط‬ ‫خ‬ ‫نم‬ ‫ا‬ ‫ه‬ ‫ر‬ ‫ي‬ ‫غ‬ ‫و‬ ‫ة‬ ‫حص‬ ‫ال‬ ‫و‬ ‫يتاذال‬ ‫ني‬ ‫م‬ ‫أ‬ ‫ت‬ ‫ال‬ ‫مادخ‬ ‫ت‬ ‫سا‬ ‫و‬ ‫حن‬ ‫تال‬ ‫جسمال‬ ‫ه‬ ‫ي‬ ‫جوت‬ ‫و‬ ‫أ‬ ‫ري‬ ‫ث‬ ‫أ‬ ‫ت‬ ‫لل‬
  • 54.
    HCM 213- CH13 6‫نم‬6 ‫ةحفصال‬ using in-network providers by offering savings in the form of lower or no copayments or deductible. • Increases volume to participating providers. • Steerage- the influencing of patients to use a particular set of providers; an entity (often an employer or payor) may receive a discount for doing this. ‫ت‬ ‫ا‬ ‫رو‬ ‫ف‬ ‫و‬ ‫م‬ ‫ي‬ ‫دق‬ ‫ت‬ ‫ق‬ ‫ي‬ ‫رط‬ ‫ن‬ ‫ع‬ ‫ةك‬ ‫ب‬ ‫شال‬ ‫ي‬ ‫ف‬ ‫ي‬ ‫دوزم‬ ‫ال‬ ‫و‬ ‫أ‬ ‫لق‬ ‫أ‬ ‫ل‬ ‫كش‬ ‫ي‬ ‫ف‬ copayments. ‫م‬ ‫ص‬ ‫خ‬ ‫وأ‬ . ‫ةكر‬ ‫ا‬ ‫شمال‬ ‫ي‬ ‫مد‬ ‫ق‬ ‫مل‬ ‫مجح‬ ‫ن‬ ‫م‬ ‫د‬ ‫ي‬ ‫زي‬ • ‫ماد‬ ‫خت‬ ‫سال‬ ‫ىض‬ ‫رمال‬ ‫نم‬ ‫ة‬ ‫ر‬ ‫ثؤ‬ ‫مو‬ - ‫ا‬ ‫ه‬ ‫ي‬ ‫ج‬ ‫و‬ ‫ت‬ • ‫ا‬ ‫م‬ ‫اب‬ ‫الغ‬ ( ‫ن‬ ‫اي‬ ‫ك‬ ‫؛‬ ‫ن‬ ‫يد‬ ‫ر‬ ‫و‬ ‫مال‬ ‫نم‬ ‫ة‬ ‫ني‬ ‫عم‬ ‫ةعومجم‬ ‫ىل‬ ‫ع‬ ‫ل‬ ‫ص‬ ‫ح‬ ‫ت‬ ‫د‬ ‫ق‬ ) ‫ع‬ ‫ف‬ ‫اد‬ ‫ال‬ ‫و‬ ‫أ‬ ‫ل‬ ‫معال‬ ‫بحا‬ ‫ص‬ ‫ن‬ ‫و‬ ‫كي‬ . ‫كلذ‬ ‫ب‬ ‫ما‬ ‫ي‬ ‫قلل‬ ‫مصخ‬ Bundled Payments and Capitation ‫سو‬ ‫ؤ‬ ‫ر‬ ‫ال‬ ‫ة‬ ‫بي‬ ‫رضو‬ ‫ةع‬ ‫م‬ ‫ج‬ ‫م‬ ‫ال‬ ‫ت‬ ‫ا‬ ‫ع‬ ‫و‬ ‫ف‬ ‫دمال‬ Bundled Payments: There are two bundled payment models that focus on inpatient services: 1. One model that focuses on post discharge care only. 2. Another is a combination in patient and postdischarge care. • Since 2012 Medicare is testing the payment initiative in which physicians and hospitals work together to provide inpatient and postdischarge care to Medicare patients. • Capitation is a form of payment that compensates the provider a certain amount per capita for a defined set of services. : ‫ةع‬ ‫م‬ ‫جمال‬ ‫تاع‬ ‫وفدمال‬ ‫زكرت‬ ‫ال‬ ‫ت‬ ‫ي‬ ‫ةعمجمال‬ ‫د‬ ‫ف‬ ‫ع‬ ‫جذامنال‬ ‫نم‬ ‫ناعون‬ ‫كانه‬ : ‫ن‬ ‫يي‬ ‫ل‬ ‫خاد‬ ‫ال‬ ‫ىض‬ ‫رمال‬ ‫ة‬ ‫يا‬ ‫عر‬ ‫تامد‬ ‫خ‬ ‫ىلع‬ ‫يتال‬ ‫ة‬ ‫ي‬ ‫ا‬ ‫عرال‬ ‫ىل‬ ‫ع‬ ‫زكري‬ ‫يذال‬ ‫ج‬ ‫ذو‬ ‫م‬ ‫ن‬ ‫ال‬ ‫دحا‬ ‫و‬ .9 . ‫ط‬ ‫قف‬ ‫غ‬ ‫ي‬ ‫رفت‬ ‫ال‬ ‫يلت‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫و‬ ‫ض‬ ‫ي‬ ‫رمال‬ ‫نم‬ ‫ج‬ ‫ي‬ ‫زم‬ ‫و‬ ‫ه‬ ‫ر‬ ‫خآ‬ .9 postdischarge. ‫ع‬ ‫فد‬ ‫ة‬ ‫ر‬ ‫دا‬ ‫ب‬ ‫م‬ ‫ر‬ ‫اب‬ ‫ت‬ ‫خاو‬ ‫ةي‬ ‫ب‬ ‫ط‬ ‫ال‬ ‫ة‬ ‫يا‬ ‫عرال‬ 9199 ‫ذن‬ ‫م‬ • ‫ر‬ ‫ي‬ ‫ف‬ ‫وت‬ ‫ل‬ ‫ا‬ ‫عم‬ ‫ل‬ ‫معت‬ ‫تا‬ ‫ي‬ ‫فش‬ ‫ت‬ ‫سمالو‬ ‫ء‬ ‫ا‬ ‫بط‬ ‫أل‬ ‫ا‬ ‫ه‬ ‫ي‬ ‫ف‬ ‫ةياعرالو‬ ‫ادال‬‫خ‬‫ل‬‫ي‬‫ي‬‫ن‬ ‫ىضرمال‬ postdischarge . ‫ة‬ ‫ي‬ ‫ب‬ ‫ط‬ ‫ال‬ ‫ة‬ ‫يا‬ ‫عرال‬ ‫ىض‬ ‫رملل‬ ‫ع‬ ‫فد‬ ‫ال‬ ‫ال‬ ‫كشأ‬ ‫نم‬ ‫ل‬ ‫كش‬ ‫وه‬ ‫سوؤ‬ ‫ر‬ ‫ال‬ ‫ة‬ ‫بي‬ ‫رض‬ • ‫ي‬ ‫ف‬ ‫د‬ ‫ح‬ ‫ا‬ ‫وال‬ ‫د‬ ‫رفلل‬ ‫ن‬ ‫ي‬ ‫عم‬ ‫غ‬ ‫ل‬ ‫ب‬ ‫م‬ ‫مدقم‬ ‫ضو‬ ‫عي‬ ‫يتال‬ . ‫تامدخال‬ ‫نم‬ ‫ةددحم‬ ‫ةعومجم‬ Premium Setting Methods ‫ط‬ ‫سق‬ ‫داد‬ ‫ع‬ ‫إ‬ ‫ق‬ ‫ر‬ ‫ط‬ • Techniques to set premiums are actuarially based. • Two basic methods that payors use when developing premiums: 1. community rating 2. experience rating The difference is that community rating evaluates the health risk of a population as a whole, whereas experience rating focuses on assessing the potential medical expenditures of individuals in a group and then aggregates this information in order to calculate a group premium. . ‫تال‬‫أ‬‫م‬‫ي‬‫ن‬ ‫طاسقأ‬ ‫ل‬ ‫ت‬ ‫ح‬ ‫د‬ ‫ي‬ ‫د‬ ‫ت‬ ‫ق‬ ‫ن‬ ‫ي‬ ‫ا‬ ‫ت‬ ‫ا‬‫ك‬‫ت‬‫و‬‫ا‬‫ر‬‫ي‬‫ا‬ ‫قت‬‫و‬‫م‬ • ‫ي‬ ‫ت‬ ‫ال‬ ‫ة‬ ‫ي‬ ‫ساسألا‬ ‫ب‬ ‫ي‬ ‫السأل‬ ‫ا‬ ‫ن‬ ‫م‬ ‫ن‬ ‫ا‬ ‫نث‬ ‫ا‬ • : ‫ط‬ ‫اس‬ ‫ق‬ ‫ألا‬ ‫ع‬ ‫ض‬ ‫و‬ ‫د‬ ‫ن‬ ‫ع‬ ‫يع‬ ‫ف‬ ‫ا‬ ‫د‬ ‫اه‬ ‫مدخ‬ ‫ت‬ ‫سي‬ ‫ع‬ ‫م‬ ‫ت‬ ‫جمال‬ .9 ‫ف‬ ‫ين‬ ‫صت‬ ‫ةرب‬ ‫خ‬ .9 ‫ف‬ ‫ين‬ ‫صت‬ ‫مي‬ ‫ي‬ ‫ق‬ ‫ت‬ ‫ب‬ ‫ع‬ ‫م‬ ‫ت‬ ‫جمال‬ ‫ف‬ ‫ين‬ ‫ص‬ ‫ت‬ ‫ن‬ ‫أ‬ ‫و‬ ‫ه‬ ‫قرفالو‬ ‫ن‬ ‫ي‬ ‫ح‬ ‫ي‬ ‫ف‬ ، ‫لكك‬ ‫ناك‬ ‫سلل‬ ‫ة‬ ‫ي‬ ‫حص‬ ‫ال‬ ‫رط‬ ‫اخمال‬ ‫ت‬ ‫ا‬ ‫ق‬ ‫ف‬ ‫ن‬ ‫ال‬ ‫م‬ ‫يي‬ ‫قت‬ ‫ىل‬ ‫ع‬ ‫ف‬ ‫ين‬ ‫ص‬ ‫ت‬ ‫ة‬ ‫ب‬ ‫رجت‬ ‫ز‬ ‫ك‬ ‫ري‬ ‫م‬ ‫ث‬ ‫و‬ ‫ة‬ ‫عو‬ ‫م‬ ‫جم‬ ‫ي‬ ‫ف‬ ‫دار‬ ‫فأل‬ ‫ا‬ ‫ن‬ ‫م‬ ‫ةلم‬ ‫ت‬ ‫حمال‬ ‫ة‬ ‫يب‬ ‫طال‬ ‫ب‬ ‫اس‬ ‫ح‬ ‫لجأ‬ ‫نم‬ ‫ت‬ ‫امولعمال‬ ‫هذ‬ ‫ه‬ ‫ع‬ ‫ي‬ ‫م‬ ‫ا‬ ‫جمال‬ . ‫ة‬ ‫ع‬ ‫ومجمال‬ ‫ط‬ ‫س‬ ‫ق‬ Evolving Issues and Technology ‫ا‬ ‫ي‬ ‫جولون‬ ‫كت‬ ‫الو‬ ‫ة‬ ‫رو‬ ‫ط‬ ‫ت‬ ‫م‬ ‫ال‬ ‫ا‬ ‫ي‬ ‫اضق‬ • Linkages to quality with payment • Pay for performance • Pay for reporting • Desire to employ technology in ways not yet explored • Information services has moved from accounting based to an integrated delivery, payment and quality system ‫ع‬ ‫فد‬ ‫ع‬ ‫م‬ ‫ة‬ ‫دو‬ ‫ج‬ ‫ع‬ ‫م‬ ‫طب‬ ‫اورال‬ • ‫ه‬ ‫يال‬ ‫ع‬ ‫ه‬ ‫ئ‬ ‫اف‬ ‫كل‬ ‫ع‬ ‫ف‬ ‫د‬ ‫أ‬ • ‫ر‬ ‫ي‬ ‫ر‬ ‫اقت‬ ‫ال‬ ‫داد‬ ‫عإل‬ ‫ع‬ ‫فد‬ ‫ال‬ • ‫مل‬ ‫ق‬ ‫ر‬ ‫ط‬ ‫ب‬ ‫اي‬ ‫جول‬ ‫و‬ ‫ن‬ ‫ك‬ ‫ت‬ ‫ال‬ ‫ف‬ ‫ي‬ ‫ظ‬ ‫و‬ ‫ت‬ ‫ي‬ ‫ف‬ ‫ةبغ‬ ‫ر‬ ‫ال‬ • ‫د‬ ‫عب‬ ‫ف‬ ‫ش‬ ‫ك‬ ‫ت‬ ‫ست‬ ‫قال‬‫ا‬‫ئ‬‫م‬ ‫ةبساحمال‬ ‫نم‬ ‫تامولعمال‬ ‫تامدخ‬ ‫ا‬ ‫ن‬ ‫ت‬ ‫ق‬ ‫ل‬ ‫ت‬ • ‫ل‬ ‫م‬ ‫ا‬ ‫ك‬ ‫ت‬ ‫م‬ ‫ة‬ ‫د‬ ‫وج‬ ‫و‬ ‫ع‬ ‫ف‬ ‫د‬ ‫ال‬ ‫و‬ ‫م‬ ‫ي‬ ‫ل‬ ‫س‬ ‫ت‬ ‫ال‬ ‫ما‬ ‫ظ‬ ‫ن‬ ‫ىلع‬ Summary • Population health concerns and rising costs are driving changes and development of new and different payment methods • System continues to evolve with an increased focus on quality, value and access. ‫ف‬ ‫ي‬ ‫ال‬ ‫ك‬ ‫ت‬ ‫عا‬ ‫ف‬ ‫ت‬ ‫ر‬ ‫ا‬ ‫و‬ ‫ناك‬ ‫سلل‬ ‫ة‬ ‫ي‬ ‫ح‬ ‫ص‬ ‫ال‬ ‫لك‬ ‫ا‬ ‫شمال‬ • ‫ةديد‬ ‫ج‬ ‫عف‬ ‫د‬ ‫ال‬ ‫ل‬ ‫ئ‬ ‫اس‬ ‫و‬ ‫ر‬ ‫ي‬ ‫و‬ ‫ط‬ ‫ت‬ ‫و‬ ‫ت‬ ‫ار‬ ‫ي‬ ‫غ‬ ‫ت‬ ‫ال‬ ‫ع‬ ‫ف‬ ‫دت‬ ‫تخمو‬‫ل‬‫ف‬‫ة‬ ‫ز‬ ‫ي‬ ‫كر‬ ‫ت‬ ‫ال‬ ‫ةدا‬ ‫ي‬ ‫ز‬ ‫ع‬ ‫م‬ ‫روط‬ ‫تت‬ ‫ل‬ ‫م‬ ‫ا‬ ‫ظ‬ ‫ن‬ ‫ال‬ ‫ل‬ ‫صا‬ ‫وت‬ • . ‫ل‬ ‫و‬ ‫ص‬ ‫و‬ ‫ال‬ ‫و‬ ‫ة‬ ‫م‬ ‫ي‬ ‫قال‬ ‫و‬ ‫ة‬ ‫دو‬ ‫ج‬ ‫ال‬ ‫ىلع‬