Assignment IValue-Based Reimbursement (250-300 words) $10Res.docx

Assignment I
Value-Based Reimbursement (250-300 words) $10
Resources
· Review "Perspective 1.2 Life in the 'Gap'" from page 17 of
your Financial Management of Health Care Organizations text
by Zelman, McCue, Glick, and Thomas.
Eight strategies are offered as a means to help organizations
prepare for the transition to value-based reimbursement.
Discuss two of these strategies and offer the strengths and
weakness of each.
Remember to use citations and references as appropriate. Your
post must follow APA sixth edition style and formatting
guidelines. An iGuide page APA Style and Format is included
in the resources, which may be helpful to you.
Assignment 2 / Unit 2
Balance Sheet $15
Resources
· Discussion Participation Scoring Guide.
· APA Style and Format.
Using Excel, complete problem 11 on page 77 of your Financial
Management of Health Care Organizations text by Zelman,
McCue, Glick, and Thomas. Post your workbook to this
discussion. Also, include a brief assessment of the financial
position of Ray Hospital based on your completed balance
sheet.
Response Guidelines
Respond to the posts of two of your peers concerning their
financial position assessments

Accrual-Basis and Cash-Basis Accounting (250 words) $10
Resources
Discuss accrual-basis accounting and cash-basis accounting.
What are the differences between the two?
If you were to start a new health care organization, which
method would you use? Describe your organization (hospital,
private practice, et cetera) and explain why you chose that
method. Consider the long-term financial implications of your
chosen method.
Assignment 4 / Unit 3 $25
Ratio Analysis
Resources
· Ratio Analysis Scoring Guide.
Part One
Complete problem 13 on ratio analysis on page 188 of your
Financial Management of Health Care Organizations text by
Zelman, McCue, Glick, and Thomas. Using an Excel
spreadsheet, calculate all of the ratios listed in the problem (13
ratios for each year or 26 total for 2 years).
Part Two
Use your answers from part one to complete the following:
· Conduct a strategic assessment based on the health care data
presented for Longwood Community Hospital.
· Analyze the 26 financial ratios calculated for the hospital to
state its financial position.
· Develop a perspective on long-term financial trends for the

hospital.
· Assess the potential financial impact on the hospital's
organizational strategy and potential implications on patient
care based on the benchmark data provided.
Write a 3–5-page paper based on the above.
Submission Requirements
Your paper should meet the following requirements:
· Written communication: Your document should clearly
identify where each grading criteria or part of the assignment is
addressed by using APA-formatted headings and subheadings.
Your writing needs to communicate professionally, with correct
English usage. Your points need to be logical, substantive, and
relevant based on the evidence presented. In addition, your
communication should be free of errors that detract from the
overall message.
· APA formatting: Resources and citations are formatted
according to APA sixth edition style and formatting.
· Documents to be submitted: You need to submit the following:
9. Spreadsheets.
9. Word document: 3–5 pages with APA-formatted headings and
subheadings.
. Font and font size: Arial, 10 point.
Why Ratio Analysis? (250 words) $10
Resources
Why is ratio analysis so important in health care?
Choose a medical organization and describe at least three
different ratios that you would use to assess its financial
position. Explain why you selected those three ratios and how
the three ratios would be used to update the CEO on the
financial status of the organization.

9/30/12 The secrets of See's Candies - Fortune Management
1/5management.fortune.cnn.com/2012/08/22/sees-candies-
buffett-berkshire/
See's CEO Brad Kinstler
selects a Toffee-ette at the
See's store at its Los Angeles
plant.
Workers at See's Carson, Calif., packing
facility
The secrets of See's Candies
August 22, 2012: 5:00 AM ET
Warren Buffett calls it a "dream business." Cher, Bill Gates,
and millions of Californians love it. Now CEO Brad
Kinstler is ready to take the quaint candy maker east. Will it
work?
By Daniel Roberts, reporter
FORTUNE -- The plant workers of See's Candies start arriving
each day at 4 a.m. In Los

Angeles and San Francisco they stand at their stations and
drizzle fondant onto maple
pecan bonbons or count the nuts in each almond royal. They
spread rum nougat into flat
pans or break up chunks of cashew brittle by hand. All the
while, they wear the signature
white lab coats with their first names embroidered on the front
in black stitching -- similar to
the ones in the famous 1952 I Love Lucy episode, for which
Lucille Ball trained at See's. By
9 a.m., many of the workers break for lunch.
Meanwhile, in the Kiewit Building on Farnam Street in Omaha,
Warren Buffett is largely
unaware of what is beginning at See's. His Berkshire Hathaway
group (BRKA) acquired the
little candy company in 1972 -- exactly 40 years ago -- for $25
million. The boxed-chocolate
industry is small, with total sales estimated at just under $2
billion a year in the U.S., and
does not often grow year to year, although it is up 4% in 2012.
See's, which had sales of
$376 million in 2011, $83 million of it profit, represents an
infinitesimal drop in the bucket of
Buffett's other holdings, which include fat stakes in American
Express (AXP), Coca-Cola
(KO), and IBM (IBM). But of all his investments, the regional
candy maker remains Buffett's
fondest.
MORE: Berkshire Hathaway - No. 7 on the Fortune 500
Of course, the Oracle doesn't worry himself with the day-to-day
management of companies he owns; his biggest act of
participation in four decades was in 2006 when he installed
longtime Berkshire insurance man Brad Kinstler to run things

after Chuck Huggins, who had been with the company 54 years
and was CEO for 33 of them, retired.
Now Kinstler, 59, is embarking on a plan to spread out across
the country. You may know See's from airport kiosks on trips
to the West Coast, but of the company's 211 shops, none are
east of Chicago. In the next three years See's plans to open
stores in states like Florida, Georgia, Pennsylvania, and
Maryland, and in Washington, D.C. Whether it will be
successful is
uncertain; past attempts have not worked that well. The plan
means risk -- though measured -- for a business that, like
Buffett himself, is usually about patience and caution. But
Kinstler is more determined than anyone before him to make it
happen.
Charles A. See, a salesman from Ontario, opened the first See's
shop in 1921
in Los Angeles. With its now iconic black-and-white tiles, it
was made to look
like the kitchen of his widowed mother, Mary. Today the shops
still offer the
same experience: walk-in customers can sample any piece.
"That's the best
marketing we have," says chief financial officer Ken Scott, who
has been at
See's 34 years. "If people try it, they'll love it." It's true. Maybe
it's the fresh
ingredients (See's uses no added preservatives) or the California
water, but
there is something about See's. The candy tastes exceedingly
good.
Warren Buffett has loved See's since he first tried it in 1971,
after hearing
about it from his West Coast colleague Charlie Munger, who in

turn heard
about it from Robert Flaherty, an outside investment counselor
at Blue Chip
Stamps, a trading-stamp company Berkshire had invested in the
year before.
Munger and Buffett now say they were stingy in their initial
offer, but Munger's
friend Ira Marshall convinced him it was an unusual company,
worth spending
more to get. "Ira really shamed us," admits Munger. "Warren
and I were too cheap." So Munger persuaded Buffett to buy.
They paid up.
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As head of marketing for See's
Candies, Tracy Cioffi is trying
to win over a younger

generation of chocolate lovers.
Munger, sitting in the reading room of his L.A. home -- the 88-
year-old is currently enjoying a biography of Deng Xiaoping --
ticks off a lot to like about See's from a management
perspective. The company has changed very little in 91 years,
incurs
low overhead, and can raise prices by up to 5% each year,
thanks to brand loyalty. People are fanatical about See's (read
the reviews of any of its candies on its website), and Buffett is
no exception. "When you were a 16-year-old, you took a box
of candy on your first date with a girl and gave it either to her
parents or to her," he says. "In California the girls slap you
when you bring Russell Stover, and kiss you when you bring
See's."
Over the years Buffett's strategy had often been to invest in
undervalued "cigar stub"
companies. See's was different: a strong brand that Californians
loved. He has called See's
a "dream business," one capable of greatly increasing its profits
without needing much new
capital. Berkshire is therefore able to allocate most of See's
profits to whatever businesses
or investments Buffett thinks best.
And Buffett finds additional lessons in See's. For starters, it has
taught him about branded
goods. "It's one thing to own stock in a Coca-Cola or
something, but when you're actually in
the business of making determinations about opening stores and
pricing decisions, you
learn from it," he tells Fortune, sitting in his office with a box
of See's chocolate lollipops (his
favorite) on his desk. "We have made a lot more money out of
See's than shows from the

earnings of See's, just by the fact that it's educated me, and I'm
sure it's educated Charlie
too."
See's employees feel the same kind of affinity for the company.
Most have been there for
decades, and they get so delighted talking about working there
that they make Google
(GOOG) employees look like detainees. Beatriz Romero has
been wrapping Scotch
kisses (a fresh marshmallow covered in caramel and wrapped
tightly like taffy) for 41 years,
and she is not an unusual case. The upper-level team is also
made up of See's lifers.
Eileen Duag (pronounced doo-ag), vice president of product,
has been there 32 years.
Johnnie Woods, "customer centricity" director, for 24. Dan
Dias, who runs order processing, has 17. They consider
Kinstler,
with his almost seven years, brand-new.
Kinstler began his career at Cornhusker Casualty, an Omaha
insurance company Berkshire opened in 1970. In 1991 he
went to run Cypress Insurance in San Mateo, Calif., for nine
years before moving on to Fechheimer Brothers, a Berkshire-
owned, Cincinnati-based uniform maker. In 2005, Buffett and
Munger tapped him to move back to California and take over
See's. Kinstler says he knew little about the business, but jokes,
"As soon as I found out I get free candy ..."
MORE: Warren and Charlie and the chocolate factory
That vanilla sense of humor belies the ambitious steps Kinstler
is now taking to bring Mary See's recipes to the rest of the
country. Until the early 2000s, See's stayed west, except for a
brief stint in the '80s when Huggins opened a few stores in St.

Louis and Texas. They struggled because of competition from
the likes of Fannie May (no, not mortgage giant Fannie Mae)
and because the company opened them too quickly in untested
markets. See's had to retreat. Today it remains a Western
phenomenon; 110 of its 211 stores are in California.
See's does, however, open seasonal carts in shopping malls all
across the country -- called "holiday gift centers" (HGCs) --
that are around only for Christmas (a few reopen for Valentine's
Day and Easter). It uses their success to measure where a
permanent shop might do well. Based on HGC performance,
See's opened its first two stores in Dallas this summer and will
open three more in Texas this year. It is slowly moving across
the country. In 2012 it is on track to open five stores in Texas,
one in Oklahoma, one in Wisconsin, and one in Indiana. Next
year it plans to open in Missouri, Ohio, Michigan, Kentucky,
Tennessee, and Pennsylvania. For 2014, Kinstler envisions
stores as far east as Florida and Washington, D.C.
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a_Brittle#BVRRWidgetID
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companies/2012/snapshots/1.html
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berkshire/
buffett-berkshire/
1952: The I Love Lucy show airs its iconic

episode featuring high jinks on a chocolate
assembly line inspired by the See's L.A.
plant.
While the plan is ambitious, it is measured. With each store
requiring less than $300,000 to build out, "it's not even a
rounded decimal point in Berkshire's financials," Kinstler says.
Even as he tries to open more than 30 new stores in three
years, he'll do it cautiously, watching how the stores perform in
each new market before opening more: "Until I'm very
comfortable and convinced, the foot's always ready to be on the
brake as opposed to the gas."
Nevertheless, to help usher this plan along, last October
Kinstler hired a new VP of marketing: Tracy Cioffi, who had
previous marketing stints at the Sports Authority and Gap
(GPS). (When she took the See's job and updated her profile on
LinkedIn, she says many of her contacts expressed surprise. "I
just wrote back, in bullet points: Buffett. Berkshire
Hathaway. Made in the USA. Do your homework.") Cioffi, 36,
will spearhead an effort to alert new customers to the brand.
"We can't focus on great-grandma anymore," she says. Her new
bull's-eye is a thirtysomething mother. How do you pull in
new, young customers to a 91-year-old candy company that
packages its sweets in black-and-white boxes with a kindly old
woman on the front? "Usually I'm tasked to make it up ... create
the brand," says Cioffi. "I don't need to do that here -- the
story is there, the heritage is there. I need to package it and tell
it."
Part of that storytelling will happen in the digital sphere, which
seems like a
natural home for a brand with the cultlike appeal of See's.
Cioffi touts the
company's Facebook page and its 880,000 "likes." On sees.com
-- which

Buffett himself pushed to create in 1998 -- most pieces have
800 reviews or
more, and almost all have an average rating that is close to five
stars. The
brand's web presence will be increasingly vital, as 65% of
consumer orders
now originate online (the rest come via phone, and a tiny
portion by snail mail).
See's logs an average 250 online orders each day just for
"special packs," the
make-your-own-box option. During peak holiday time, that
balloons to 2,200
each day. It makes sense: Boxed chocolate is a highly seasonal
business --
See's makes 90% of its money in only four months of the year.
To combat the
lulls, See's puts out seasonal flavors, like tropical tango, a
refreshing coconut
piece, in the summer. (There is a mincemeat flavor for
Christmas, and an Irish
potato piece for St. Patrick's Day.)
The logistics of distributing a perishable product are
complicated. To truly
expand, See's will have to open up a new plant. That will mean
finding new
suppliers for all the fresh local ingredients it uses. A big selling
point of See's is that all its ingredients, from Guittard
chocolate to Mariani shelled walnuts, are fresh and local; the
only items from outside the country are pine nuts and vanilla.
Thus, the ingredients don't travel far to get to the cold lockers
where "nut meats" are stored, or to the giant outdoor vats that
house milk chocolate and dark chocolate. (In 1994 a driver
delivering a bulk order of chocolate fell asleep while his truck
was hooked up to one of the vats and pumping; the streets
flooded with chocolate and, once the fog cooled it, workers had

to shovel it away from the storm drains.) The lack of any added
preservatives is a draw for consumers but can make
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Workers at the L.A. plant smooth over a line
of chocolate fudge.
stocking See's a hassle for its licensees; the candy has a very
short shelf life. Scotch kisses, for example, can stay on
shelves only 25 days because the caramel isn't coated in
anything.
MORE: What it's like to work for Warren Buffett
See's pushes the "no added preservatives" line hard. Employees
like to point out that Godiva boxes can stay on shelves
much longer (Godiva declined to comment for this article). That
See's would try to appeal to new customers by stressing old
values matches up nicely with its plants, which run on a balance
of automation and live labor. Men in aprons and goggles
churn at giant, steaming cauldrons of caramel. Someone stands
and shoots vegetable oil onto a sheet of rum nougat so that

it won't stick to the slicer. A handful of the machines are nearly
100 years old and still going, like the "tinner" that sorts
Toffee-ettes into tins, which is from 1919. In other sections
brand-new machines roar along, like the flashy robots that make
peanut brittle -- one stretches out the sheets of brittle, the other
flips them -- and are nicknamed Tweety and Sylvester. By
the time production stops at 2 p.m., marshmallow drips from
machinery and a dusting of nut shavings coats the floors. The
sanitation crews that come at 3 p.m. are often there for eight
hours. In some areas extra chocolate is collected and mixed in
with raw food material that ends up feeding farm animals. "We
used to call the extra chocolate 'hog food,'" says L.A. plant
manager Gary Gitch.
Though See's doesn't officially give public tours of its plants,
well-known fans like Cher -- who worked at See's before she
achieved fame -- have come by, and Buffett once brought Bill
Gates for a tour. Buffett says that when his 5-year-old
grandson took a tour years ago and gorged on samples, "he was
with a couple little buddies, and [after the tour] he gets out
of the car and just throws up all of it."
See's faces obstacles before it can get kids on the East Coast
hooked too.
Boxed chocolates is a crowded field: At the high end there's
Godiva, as well as
newer boutique brands that have emerged in recent years. Below
See's there
is an abundance of what Duag calls "pharmacy candy," a market
dominated by
Russell Stover. According to data from research firm Symphony
IRI, in the past
year through July 8, Russell Stover's sales were $90.1 million,
Whitman's
Samplers (which Russell Stover owns) did $38 million,
Hershey's (HSY) gift

boxes did $20.4 million, Lindt's boxed chocolates did $11.9
million, and Fannie
May did $4 million.
For See's to win the race in new territories, Cioffi says branding
will be key.
She hopes to change the voice of See's. "Right now, I would say
we're sweet,"
she says. "I want to get us to where we're sweet with a wink."
Bernard Pacyniak, editor of Candy Industry magazine, thinks it
may take more
than a wink for See's to break through on the colder coast. "I
don't think See's means anything to people on the East Coast,
where people are also exposed to higher-end chocolate
products," he says. "Their base is still very much the loyal West
Coast customers, and on the East Coast they'll have to start
from scratch." Chip Huggins, who is the son of the company's
longtime CEO and who began working at See's for his father at
age 14 and eventually left to run Joseph Schmidt
Confections, asks, "If you put See's everywhere, what makes it
so special anymore?"
It's a fair question. Like many products with a fervent fan base,
the scarcity of See's provides a large part of its appeal.
Kinstler isn't too worried. He thinks that if the company does
lose some customers as it becomes more readily available, the
exposure to new people will be worth it. He points to Coors as
an example: "When I was growing up, you had to go to
Colorado to get it, and that made it very cool," he says. "But I
think Coors is much better off today, now that they expanded
and are widely available."
Most beer drinkers would probably agree. And See's is betting
that most fans of Mary See's recipes will too.

This story is from the September 3, 2012 issue of Fortune.
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