18/28/2014

CALIFORNIA STATE UNIVERSITY, LONG BEACHCollege of Health and Human Services

DEPARTMENT OF HEALTH CARE ADMINISTRATION562-985-5694 (Office). 562-985-5886 (Fax)

Fall 2014

HCA 515 (Call # 10706, Section 02)

ADVANCED FINANCIAL MANAGEMENT IN HEALTH CARE(3 Semester Hours)

Thursdays4:00 – 6:45 p.m.

SPA 208

INSTRUCTOR

Thomas McCabe, J.D., MBAExecutive Faculty

Cell: 562-708-0955Thomas.McCabe@csulb.edu

Office Hours

3:00 – 4:00 Thurs.and by appointment

2

CALIFORNIA STATE UNIVERSITY, LONG BEACHCOLLEGE OF HEALTH AND HUMAN SERVICES

Department of Health Care AdministrationHCA 515 Advanced Financial Management in Health Care

Instructor: Thomas McCabe, J.D., MBAE-mail: Thomas.McCabe@csulb.eduClassroom: SPA 208Office Hours: Thursdays 3:00 to 4:00,and by appointmentOffice Location: HHS1, Room 03Phone: 562-708-0955

Class Number: 10706, Section 02Class Meets: Thursdays 4:00 to 6:45 p.m.Additional Contact InformationHCA Dept. Administrative Coordinator: Deby McGill,dmcgill@csulb.eduTel: 562/985-5694. Fax: 562/985-5886

Catalog Description

Financial environment, payment systems, discounted cash flow analysis, risk, financial statements, capital investments, and capital budgeting. Emphasis on decision-making using accounting and finance theories, principles, concepts and techniques.

Learning Objectives

The Health Care Administration Department has adopted a competency-based curriculum, based on the American College of Health Care Executives (ACHE) Competency Assessment Tool and Healthcare Leadership Alliance (HLA) Competency Directory. This course is designed to develop competencies in the Knowledge of Healthcare Environment (KHE) and Business Skills and Knowledge (BSK). This course also enhances students’ writing and presentation skills that address the domain, Communication and Relationship Management (CRM).

Learning Objective Domain Competency Activity (A1), Assignment (A2) or Assessment (A3)

Demonstrate analytical and decision-making skills using accounting and finance theories, principles, concepts and techniques most important to health care administrators.

BSK A. Problem solving and decision makingD. Financial management

A1-In class problems, case discussions and exercises; A2-Case Study and homework; A3- Case presentation, exams

Gain specific factual knowledge in health care finance including concepts, terminology, classifications, methods and trends

KHE - BSK

KHE-A. Healthcare issues and trendsBSK-D. Financial management

A1-Lecture and discussionA2-HomeworkA3-Exams

Analyze health care payment systems, financial statements, financial performance, financing and capital investments, and apply to a case study

KHE - BSK

KHE-A. Healthcare issues and trendsBSK-D. Financial management

A1-Lectures, case discussions and in-class problemsA2-Assignments and case study

3

Learning Objective Domain Competency Activity (A1), Assignment (A2) or Assessment (A3)A3-Presentation, exams

Learn how to operate a financial calculator BSK D. Financial management

A1-Exercise with financial calculator in classA2-HomeworkA3-Exams

Demonstrate writing and oral communication skills

CRM B. Communication skills

A2-Written case studyA3 Case presentation

Text(s) and other course materials

Gapenski, LC. & Pink, G. (2011). Understanding Health Care Financial Management. 6th Ed. Chicago, IL. AUPHA-HAP. ISBN: 1-56793-362-8.

Gapenski, LC. (2010). Cases in Health Care Finance. 4ht Ed. AUPHA-HAP. (Excel Spreadsheet is available for most cases-www.ache.org/books/FinanceCases4).ISBN: 1-56793-342-0

Business calculator-BA Models such as Texas Instruments BA-IIPLUS (highly recommended) or HP F1902A#ABA 10BII Business Calculator or HP 10BII+Financial Calculator.

Course Format

This course will consist of lectures, case discussions, assignments, and group projects such as written case analysis and case presentation. These are explained below:

Lectures: To get the most out of this class, students should read the material assigned prior to each class. Each textbook chapter has a Power Point presentation that will be available on Beachboard. Instructor will make a short presentation from PP slides, emphasizing certain sections of the chapter as long as the time allows. Students are responsible for the rest of the chapter.

Case Summary and Discussions: In selected weeks, students will prepare a one page summary of an assigned case, typed in single spaced, and will turn it in before the class discussion. Class discussions will be in the form of group discussions first, and then by all class. The format for one page summary is as follows:

I. Title, Student Name, Date and Course TitleII. General issue addressed in the case (2 pts.)III. Specific problems identified (cite examples) (2 pts.)IV. Analytical tools used to solve the problem (Hint: how is the case related to the topic of

the week) (2 pts.)V. Specific findings derived from the analysis (2 pts.)VI. Conclusion and Recommendations (2 pts.)

Assignments: There will be 4 assignments (4-5 problems each) for selected weeks and be collected the following week. Students shouldn’t discuss these assignments with others and the

4

written/typed answers must be the student’s own solutions to the problems and questions. A financial calculator is needed for many of these assignments.

Written Case: This is a group project with maximum three students in each group. Group and case assignments will be made in the first class. The written case analysis should be no more than 15 pages in length. A review of case facts should be limited to one page or less. The analysis should be doubled-spaced and in 11-12 point type. The last day to submit the written case is Dec. 4. (Earlier submissions are welcome). Each group will prepare ONLY ONE paper. The written case evaluation sheet is provided on page 18 for your information. Students are urged to follow this sheet in the preparation of written case.

Case Presentation: Each group will also present the analysis of same assigned case in class. Each group should plan for a formal presentation with PowerPoint slides and handouts. These case presentations should take no longer than 15 minutes including time for Q&A (please see presentation evaluation sheet on page 17).

Exams: There will be a midterm and a final exam in this class. Both exams are given in class with open books and notes. Short essay questions and problems will be utilized for both exams. The final exam is not cumulative. Midterm exam is scheduled for Oct. 16.

Absences: Attendance and participation are expected for all classes. If a student is ill, please inform the professor prior to the class and turn in the work as soon as possible. Students will receive no credit for unexcused late work. Please note that case summary and discussion grade is heavily influenced by your attendance.

Course Evaluation

Success in achieving the course objectives will be evaluated with the following instruments. Students can accumulate up to 440 points from all course requirements.

Points WeightsMidterm I 80 points 18.2%Final 80 points 18.2%Written Case Analysis 60 points 13.6%Class Assignments 60 points 13.6 [4 x 15 points]Case Presentation 60 points 13.6%Case Summaries 50 points 11.4% (5 x 10 points)Class Discussions 50 points 11.4 % (5 x 10 points) TOTAL 440 points ~100%

5

University Policy Statements

A. Statement of Accessibility: http://www.csulb.edu/divisions/aa/academic_technology/itss/course_materials/accessibility/

Accommodation

Students needing special consideration for class format and schedule due to religious observance or military obligations must provide the instructor with written notice of those needs by the second week of class.

Students who require additional time or other compensation for assignments must secure verification/assistance from the CSULB Disabled Student Services (DSS) office located at 270 Brotman Hall. The telephone number is (562) 985-5401.

Accommodation is a process in which the student, DSS, and instructor each play an important role. Students contact DSS so that their eligibility and need for accommodation can be determined. DSS identifies how much time is required for each exam. The student is responsible for discussing his/her need with the instructor and for making appropriate arrangements. Students who are eligible to receive accommodation should present an Accommodation Cover Letter and a DSS Student/Teacher Testing Agreement Form to the instructor as early in the semester as possible, but no later than a week before the first test. (It takes one week to schedule taking an exam at the DSS office.) The instructor welcomes the opportunity to implement the accommodations determined by DSS. Please ask the instructor if you have any questions.

B. Cheating and Plagiarism (CSULB Catalog, AY 2010-2011, pp. 50-52)

Plagiarism Prevention Videos:http://csulb.libguides.com/content.php?pid=321631&hs=a

“Plagiarism is defined as the act of using the ideas or work of another person or persons as if they were one’s own, without giving credit to the source. Examples of plagiarism include, but are not limited to, the following: the submission of a work, either in part or in whole, completed by another; failure to give credit for ideas, statements, facts or conclusions with that rightfully belong to another; in written work, failure to use quotation marks when quoting directly from another, or close and lengthy paraphrasing of another’s writing or programming.”

“Cheating is defined as the act of obtaining or attempting to obtain or aiding another to obtain academic credit for work by the use of any dishonest, deceptive or fraudulent means. Common examples of cheating during an examination would include, but not be limited to the following: copying, either in part or in wholes, from another test or examination; giving or receiving copies of an exam without the permission of the instructor; using or displaying notes; “cheat sheets,” or other information or devices inappropriate to the prescribed test conditions; allowing someone other than the officially enrolled student to represent the same.”

“Faculty choices for confirmed plagiarism include:

1. Review- no action; and/or2. An oral reprimand with emphasis on counseling toward prevention of

further occurrences; and/or

6

3. A requirement that the work be repeated; and/or4. Assignment of a score of zero (0) for the specific demonstration of

competence, resulting in the proportional reduction of final course grade; and/or

5. Assignment of a failing final grade; and/or6. Referral to the Office of Judicial Affairs for possible probation,

suspension, or expulsion.”

C. Campus Behavior

“Civility Statement- Civility and mutual respect toward all members of the University community are intrinsic to the establishment of excellence in teaching and learning. The University espouses and practices zero tolerance for violence against any member of the University community. A threat of violence is an expression of intention that implies impending physical injury, abuse, or damage to an individual or his/her belongings. All allegations of such incidents will be aggressively investigated. Allegations that are sustained may result in disciplinary action up to and including dismissal from employment, expulsion from the University, and/or civil and criminal prosecution.” (CSULB Catalog, AY 2010-2011, p. 743).

Classroom Expectations- All students of the California State University system must adhere to the Student Conduct Code as stated in Section 41301 of the Title 5 of the California Code of Regulations as well as all campus rules, regulations, codes and policies. Students as emerging professionals are expected to maintain courtesy, respect for difference, and respect for the rights of others.

Unprofessional and Disruptive Behavior- It is important to foster a climate of civility in the classroom where all are treated with dignity and respect. Therefore, students engaging in disruptive or disrespectful behavior in class will be counseled about this behavior. If the disruptive or disrespectful behavior continues, additional disciplinary actions may be taken.

D. Withdrawal Policy: See: http://www.csulb.edu/divisions/aa/catalog/current/academic_regulations/withdrawal_policy.html

7

TOPIC OUTLINE

WEEK/DATE CONTENT/ACTIVITY/READINGS

Aug 28 Introductions, Course Syllabus/OutlineCase and Group AssignmentsPart I The Healthcare EnvironmentIntroduction to healthcare financial management Chapter 1

Definition of health care financeGoals of the course The role of healthcare financeThe health services industryRegulatory and legal issuesAlternative forms of business organizationAlternative forms of ownershipTaxes and financial decisionsDepreciation

Sept 4 Third party payer system Chapter 2Insurance conceptBasic characteristics of insuranceGeneric reimbursement methodsThird part payersMedicare payment systemsManaged care payment systemsCASE STUDY 11 MAITLAND FAMILY PHYSICIANS(Sept 11)

Sept 11 Part II Basic Financial Management Concepts***BRING YOUR FINANCIAL CALCULATOR***Time value analysis Chapter 3

Future and present valuesLump sumsAnnuitiesSolving for I and NInvestment returnsAmortizationASSIGNMENT I DISTRIBUTED (Sept 18)

Sept 18 Financial risk and required return Chapter 4Financial risk basicsStand-alone riskPortfolio riskCorporate riskMarket riskCASE STUDY 13 SOUTHEASTERN SPECIALTY, INCASSIGNMENT I COLLECTED

Sept 25 Part III Capital Acquisition Debt Financing (READ) Chapter 5

Long-term debt

8

Short-term debtCredit ratingsInterest rate componentsThe term structure of interest rates

Equity Financing (READ) Chapter 6Preferred stockCommon stockThe Market for common stockRegulation of securities marketsEquity in not-for-profit institutions

Securities Valuation (LECTURE) Chapter 7The general valuation modelDebt valuationPreferred and common stock valuationInformational efficiencyASSIGNMENT II DISTRIBUTED

Oct. 2 Part IV Cost of Capital and Capital StructureCost of Capital Chapter 9

Capital asset pricing modelDiscounted cash flow approachCost of fund capitalASSIGNMENT II COLLECTED

Oct. 16 MIDTERM EXAM

Oct. 23 Part V Capital Allocation Chapter 11The Basics of Capital Budgeting

Relevance to the health careCash flow estimationBreakeven analysisProfitability analysisInternal rate of returnNet present value ASSIGNMENT III DISTRIBUTED

Oct. 30 Project Risk Analysis Chapter 12Types of project risksSensitivity analysisScenario analysisMonte Carlo simulation analysisDecision tree analysisCASE STUDY 19 PALMS HOSPITALASSIGNMENT III COLLECTED

9

Nov. 6 Part VI Financial Analysis and ForecastingOverview of financial statementsFinancial and Operating Analysis Chapter 13

Ratio AnalysisDu Pont Analysis Percentage Change AnalysisCommon Size AnalysisOperating AnalysisCASE STUDY 1 RIVERVIEW COMMUNITY HOSPITAL (A)

Nov. 13 Financial Forecasting Chapter 14Strategic PlanningOperating plansThe financial planForecastingSustainable growthCash budgetingCASE STUDY 8 ALPINE VILLAGE CLINICASSIGNMENT IV DISTRIBUTED

Nov. 20 Working Capital Management Chapter 15Cash Management TechniquesMarketable securities managementReceivables managementCredit policyInventory managementASSIGNMENT IV COLLECTED

Nov 27 THANKSGIVING HOLIDAY

Dec. 4 CASE PRESENTATIONSWRITTEN CASE DUE

Dec. 11 FINAL EXAM [5:00 to 7:00 p.m.]

10

BIBLIOGRAPHY (HFMA Articles)January 2010:

1) Brocato, L., Hirschl, N., & Padfield, S. (2010, January 01). How to staff for racs. Healthcare Financial Management Association, 40-43.

2) Grube, M.E., Kaufman, K. (2010, January 01). Positioning you organization for success in the new era. Healthcare Financial Management Association, 54-62.

3) D'Cruz, M.J., & Welter, T.L. (2010, January 01). Is your organization ready for value-based payment?. Healthcare Financial Management Association, 64-72.

4) Woodson, W., & Jenkins, S. (2010, January 01). Payment reform: how should your organization prepare?. Healthcare Financial Management Association, 74-79.

5) DeVore, S.D. (2010, January 01). Results from the first 4 years of pay for performance. Healthcare Financial Management Association, 88-92.

6) Asset efficiency-why it matters and how to measure it. (2010, January 01). Healthcare Financial Management Association, 130-131.

February 2010:

1) Bigalke, J.T. (2010, February 01). Episode-based payment: bundling for better results. Healthcare Financial Management Association, 36-39.

2) Glaser, J., Markell, P., & Stone, J. (2010, February 01). The strategic importance of data. Healthcare Financial Management Association, 47-52.

3) Bradley, P., & Kaplan, J. (2010, February 01). Turning hospital data into dollars. Healthcare Financial Management Association, 88-92.

4) Hospitals continue financial recovery. (2010, February 01). Healthcare Financial Management Association, 104-105.

March 2010:

1) Cleverley, W.O., & Cleverley, J.O. (2010, March 01). Cost reduction: identifying the opportunities. Healthcare Financial Management Association, 53-59.

2) Rauh, S.S., Wadsworth, E., & Weeks, W.B. (2010, March 01). The fixed-cost dilemma: what counts when counting cost reduction efforts? Healthcare Financial Management Association, 60-63.

3) Williams, J. (2010, March 01). Innovative approaches to cost containment. Healthcare Financial Management Association, 72-78

4) Casolari, C., & Womack, S. (2010, March 01). Prioritizing capital projects when cash is scarce. Healthcare Financial Management Association, 114-116.

5) National average costs by department for heart failure and shock. (2010, March 01). Healthcare Financial Management Association, 122-123.

April 2010:

1) Nugent, M.E. (2010, April 01). Payment change: 3 ways to set your course for success. Healthcare Financial Management Association, 40-44.

11

2) Gordon, D.C. (2010, April 01). Squeezing the funding you need from today's capital sources. Healthcare Financial Management Association, 47-55.

3) Beith, C., & Vaughan, J. (2010, April 01). Capitalizing hidden values from hospital assets. Healthcare Financial Management Association, 56-60.

4) Grauman, D.M., Harris, J.M., & Martin, C. (2010, April 01). Access to capital: implications for hospitals consolidation. Healthcare Financial Management Association, 62-70.

5) French, C.J., & Dodd, T.H. (2010, April 01). Are alternative investments the right approach for your organization? Healthcare Financial Management Association, 72-77.

6) Zuckerman, A.M. (2010, April 01). What would you do? Primary care growth at any cost? Healthcare Financial Management Association, 112-114.

May 2010:

1) Doody, D. (2010, May 01). Alternative strategies a better alternative. Healthcare Financial Management Association, 42-45.

2) Johnson, T.K. (2010, May 01). Ambulatory care stands out under reform. Healthcare Financial Management Association, 57-63.

3) Scott, M., & Stephen, R. (2010, May 01). Effective cost modeling for service line planning. Healthcare Financial Management Association, 64-72.

4) Schuhmann, T.M. (2010, May 01). Can net income from non-patient-care activities continue to save hospitals? Healthcare Financial Management Association, 74-84.

June 2010:

1) Henciak, B., Fontaine, C., Fields, K., & Parks, S. (2010, June 01). ‘Virtual’ central business office: how umms improved revenue cycle performance. Healthcare Financial Management Association, 34-38.

2) Gottlieb, J., Khawaja, A., Teitelbaum, K., & Channing, A. (2010, June 01). Achieving operational efficiencies using a drg-based tracer approach. Healthcare Financial Management Association, 69-79

3) McDowell, J. (2010, June 01). Achieving strategic cost advantages by focusing on back-office efficiency. Healthcare Financial Management Association, 98-104.

July 2010:

1) Blake, J.W., & Jordahl, E.A. (2010, July 01). Managing risk through a global capital strategy. Healthcare Financial Management Association, 36-39.

2) Daniels, G.L., & Tisdell, S. (2010, July 01). Your hospital's strategy for managing total cost of risk. Healthcare Financial Management Association, 82-86.

3) Funding a hospitalist program: which approach will you take. (2010, July 01). Healthcare Financial Management Association, 76-80.

12

September 2010:

1) Boggs, S.L. (2010, September 01). Physician practice and hospital revenue cycle drivers: what's the difference? Healthcare Financial Management Association, 40-46.

2) Franklin, D., Ingram, C., & Levin, S. (2010, September 01). A closer look at self-pay segmentation. Healthcare Financial Management Association, 73-78.

3) Langford, A., Dye, L., Moresco, J., & Riefner, D.C. (2010, September 01). Improving the revenue cycle by taking the patient's perspective. Healthcare Financial Management Association, 80-88.

4) Nieman, J.M. (2010, September 01). Measuring the true return of your hospital's revenue cycle. Healthcare Financial Management Association, 96-103.

November 2010:

1) Banks, K. (2010, November 01). Developing a revenue integrity improvement plan. Healthcare Financial Management Association, 46-48.

2) Harris, J.M., Grauman, D.M., & Hemnani, R. (2010, November 01). Solving the ACO conundrum. Healthcare Financial Management Association, 67-74.

3) Hutner, M. (2010, November 01). Recover costs of care with community partners. Healthcare Financial Management Association, 106-112.

December 2010:

1) Valletta, R., & Huggins, B. (2010, December 01). Emerging accounting trends: accounting for leases. Healthcare Financial Management Association, 36-39.

2) Tyson, P. (2010, December 01). Preparing for the new landscape of payment reform. Healthcare Financial Management Association, 42-48.

3) Mobley, K., & Turcotte, C. (2010, December 01). Structuring competitive physician compensation models. Healthcare Financial Management Association, 76-82.

January 2009:

1) Sykes, T.D., (2009, January 01). Recovering FICA tax paid on resident stipends: time for a strategic review. Healthcare Financial Management Association, 46-49.

2) Glaser, J., (2009, January 01). Implementing electronic health records: 10 factors for success. Healthcare Financial Management Association, 50-54.

3) Moore, K., Coddington, D., & Byrne, D. (2009, January 01). The long view: how the financial downturn will change health care. Healthcare Financial Management Association, 57-65.

4) Orszag, P.R. (2009, January 01). Beyond economics 101: insights into healthcare reform from the cbo. Healthcare Financial Management Association, 70-75.

13

5) Thompson, P., & Stanowski, A., (2009, January 01). Maximizing nursing productivity: the benefits of improved collaboration between nursing and support services. Healthcare Financial Management Association, 76-85.

6) Warye, K., & Granato, J., (2009, January 01). Target: zero hospital-acquired infections. Healthcare Financial Management Association, 86-91.

7) Pascuzzi, T.A., & Quenzer, R. (2009, January 01). Getting care levels right from beginning to end. Healthcare Financial Management Association, 92-95.

February 2009:

1) Mertz, K. (2009, February 01). 7 steps to a holistic preservice collection strategy. Healthcare Financial Management Association, 30-33.

2) Roth, J.M., & Zimmerman, E. (2009, February 01). The coming storm: medicare wage index overhaul signals changes for hospitals. Healthcare Financial Management Association, 34-37.

3) Williams, J. (2009, February 01). Community benefit strategies for a changing economy. Healthcare Financial Management Association, 43-48.

4) Hearle, K. (2009, February 01). Strategies for accurate community benefit reporting. Healthcare Financial Management Association, 56-61

5) Speizman, R.A. (2009, February 01). Tax-exempt status for hospitals: where have we been—and where are we going? Healthcare Financial Management Association, 62-66

June 2009:

1) Bigalke, J.T. (2009, June 01). Filling the healthcare it gap by 2015. Healthcare Financial Management Association, 38-40.

2) Moynihan, J., & Murphy, J. (2009, June 01). Linking technology with processes for payment collection. Healthcare Financial Management Association, 42-45.

3) Studer, Q. (2009, June 01). Alignment, action, and accountability: getting results in a down economy. Healthcare Financial Management Association, 53-60.

4) Nugent, M.E. (2009, June 01). Beyond the "pay me more" strategy. Healthcare Financial Management Association, 62-70.

5) Benson, S., & L'Heureux, A. (2009, June 01). Lessons from RACs improvements to ensure maximum payments. Healthcare Financial Management Association, 80-88.

6) Kowalski, J.C. (2009, June 01). Needed: A strategic approach to supply chain management. Healthcare Financial Management Association, 90-98.

7) Fuller, J., & Anderson, M. (2009, June 01). Common ground: Productivity benchmarking for CFOs and CNOs. Healthcare Financial Management Association, 100-108.

August 2009:

14

1) Brooke, K. (2009, August 01). What is the recovery act's dedicated Medicaid funding ultimately stimulating? Healthcare Financial Management Association, 32-34.

2) Bauer, J.C. (2009, August 01). Medical tourism: Wave of the future in a world of hurt? Healthcare Financial Management Association, 36-42.

3) Andrews, H., & Wessels, G. (2009, August 01). Healthcare reformers are focusing on value; Are you? Healthcare Financial Management Association, 45-52.

4) Schuhmann, T.M. (2009, August 01). How long can hospitals survive with negative margins? Healthcare Financial Management Association, 54-60.

5) Olaniyan, O., Brown, I.L., & Williams, K. (2009, August 01). Managing medical necessity and notification denials. Healthcare Financial Management Association, 62-67.

6) Just, B.H., & Proffitt, K. (2009, August 01). Do you know who's who in your EHR? Healthcare Financial Management Association, 68-73.

7) McLarty, J., & McCartney, D. (2009, August 01). The nurse manager: The neglected middle. Healthcare Financial Management Association, 74-80.

September 2009:

1) Your strategy for continuous supply savings. (2009, September 01). Healthcare Financial Management Association, 1-8.

2) Kim, J.W. (2009, September 01). MMSEA section 111: Do you know if it applies to your organization? Healthcare Financial Management Association, 44-46.

3) Powell, L., Hindman, A., & McMillan, B. (2009, September 01). Responsibility-based A/R reporting: How one health system drove performance with analytics. Healthcare Financial Management Association, 54-60.

4) FitzHenry, F., Martin, L., & Doran, J. (2009, September 01). No more lost clinic charges: Using it for recovery and measurement. Healthcare Financial Management Association, 62-70.

5) Drake, J., & Kane, C. (2009, September 01). Transforming revenue cycle processes in an indigent care setting. Healthcare Financial Management Association, 72-80.

6) Adams, J.L., Smith, J.C., & Strand, B. (2009, September 01). Executing the double win: Protect your cash flow during a patient accounting system install. Healthcare Financial Management Association, 82-88.

7) Schmitt, J.P. (2009, September 01). 6 questions to ask when 'hunting' for reimbursement. Healthcare Financial Management Association, 92-98.

8) Shutts, J. (2009, September 01). Measuring collections effort improves cash performance. Healthcare Financial Management Association, 100-106.

9) Safian, S.C. (2009, September 01). EHR triggers: A force for improved care-and revenue. Healthcare Financial Management Association, 108-114.

10) Ogilby, A.P., Santos, J.K., & Sullivan, J.G. (2009, September 01). Put the brakes on accelerating variable rate debt before fiscal year-end. Healthcare Financial Management Association, 116-122.

October 2009:

15

1) Channing, A., & DeVore, S.D. (2009, October 01). The value of value-based purchasing. Healthcare Financial Management Association, 40-42.

2) Johnson, J. (2009, October 01). Do you know the fair market value of quality? Healthcare Financial Management Association, 53-60.

3) Boehler, R., Hardesty, D., Gonzales, E., & Kasnetz, K. (2009, October 01). The business case for quality. Healthcare Financial Management Association, 62-66.

4) Wadsworth, T., Graves, B., Glass, S., Harrison, A.M., Proctor, A., & Donovan, C. (2009, October 01). Using business intelligence to improve performance. Healthcare Financial Management Association, 68-72.

5) Bigalke, J.T. (2009, October 01). The impact of comparative effectiveness on U.S. healthcare providers. Healthcare Financial Management Association, 74-78

6) McCue, M.J., & Peterman, J.S. (2009, October 01). What is the hospital industry's exposure from the ARS collapse? Healthcare Financial Management Association, 80-86.

7) Holmes, J.R., & Felsenthal, D. (2009, October 01). Depreciating and stating the value of hospital buildings: What you need to know. Healthcare Financial Management Association, 88-92.

November 2009:

1) Glaser, J., & Kirby, J. (2009, November 01). Evolution of the healthcare CIO. Healthcare Financial Management Association, 38-41.3

2) Keough, C.L., & Webster, S.A. (2009, November 01). 340B program presents opportunities-and challenges. Healthcare Financial Management Association, 42-48.

3) Myers, C., & Lineen, J. (2009, November 01). Hospital consolidation outlook: Surviving in a tough economy. Healthcare Financial Management Association, 56-62.

4) Steinberg, S.H. (2009, November 01). Competitive strategies for independent hospitals: Can you remain independent? Healthcare Financial Management Association, 64-67.

5) Sturm Jr., A.C. (2009, November 01). 5 new ways to look at generating revenue. Healthcare Financial Management Association, 68-74.

6) Weitzner, W.M. (2009, November 01). How to reevaluate your capital facility project to reduce costs. Healthcare Financial Management Association, 76-80.

7) Wodinsky, H., Sharobeem, E., & Pancratz, B. (2009, November 01). How urgent care centers can enhance volume and revenue. Healthcare Financial Management Association, 82-90.

8) Schuhmann, T.M. (2009, November 01). Hospital capital spending: Shifting and slowing even before the financial meltdown. Healthcare Financial Management Association, 92-102.

December 2009:

1) Caudle, A. (2009, December 01). Finding gold in the supply chain. Healthcare Financial Management Association, 38-41.

16

2) Moore, K.D., & Coddington, D.C. (2009, December 01). Multiple paths to integrated health care. Healthcare Financial Management Association, 47-54.

3) Harris, J.M., Simmons III, H.J., & Kierstead, R. (2009, December 01). Doing the math on physician employment. Healthcare Financial Management Association, 56-62.

4) Breslin, P.T., & Henchey, K.R. (2009, December 01). The integration payoff: 3 examples. Healthcare Financial Management Association, 64-68.

5) Zismer, D.K., & Proeschel, S. (2009, December 01). Understanding the quality of earnings for integrated health systems. Healthcare Financial Management Association, 88-92.

17

Case Presentation Evaluation Form

This presentation should be high quality, appropriate for a graduate study, and suitable for the board of a local health care organization. It may be done alone, or with classmates in which case students will receive the same grade. Work-in-progress may be reviewed by the instructor for preliminary feedback. The presentation should be 25-30 minutes long, although additional time may be scheduled in advance. The Presentation should educate the audience and at least:

a. Clearly state and explain the underlying case issue (s) and problem (s) to be resolvedb. Describe relevant health, economic, finance, and historical background of the case and the

importance of the case to the organizationc. Describe specific problems identified in the cased. Describe analytical tools and methods used in the case e. Explain the results of the solution and relate them to the original problems and issuesf. Suggest what you think will be implementedg. Conclusion/discussion of the presentation with a brief summary of findings, caveats, limitations, etc

Name: Topic: Date:

Criteria Points Comments/Suggestions

Introduction[0 – 5 points]

Focus[0 – 3]

Organization[0 – 5]

Content (a- g above)[0 – 20]

Original thinking[0 – 5]

Use of time[0 – 2]

Delivery[0 – 10]

Computer-made visuals[0 –5]

Discussion/Conclusion[0 – 5]…………………………………………………………………………………………………………………Total [0 –60]

18

Written Case Evaluation Form

This paper should be high quality, appropriate for a graduate study, and suitable for the board of a local health care organization. It may be done alone, or with classmates in which case students will receive the same grade. Work-in-progress may be reviewed by the instructor for preliminary feedback. The paper should be written in APA style and could be no more than 15 pages long (one paper for each group). The content of the paper should educate the audience and at least:

a. Clearly state and explain the underlying case issue (s) and problem (s) to be resolvedb. Describe relevant health, economic, finance, and historical background of the case and the

importance of the case to the organizationc. Describe specific problems identified in the cased. Describe analytical tools and methods used in the case e. Explain the results of the solution and relate them to the original problems and issuesf. Suggest what you think will be implementedg. Conclusion/discussion of the presentation with a brief summary of findings, caveats,

limitations, etc.

Name: Topic: Date:Criteria Points Comments/Suggestions

Introduction[0 – 5 points]

Organization[0 – 5]

Content (a- g above)[0 – 20]

Original thinking[0 – 5]

Writing, grammar, punctuation[0 – 10]

Tables, graphs[0 –5]

Discussion[0 – 5]

Use of references[0 – 2]

Timing[0 – 3] …………………………………………………………………………………………………………………Total [0 –60]

19

TEAM MEMBERS RATING FORM (Optional)

Your name:Date:

Team project:

The ratings you provide on this form will be used to determine individual grades for your fellow team members. If you feel that someone has contributed less than, or more than, a fair share, then you can reflect those feelings on this evaluation form. As you consider each team member’s contribution, you should think about such things as:

1. Attending team meetings2. Defining and clarifying tasks3. Researching and gathering need information4. Analysis and problem solving5. Working well with others6. Ensuring that final products are done well7. Giving time, effort, and energy,8. Offering useful ideas9. Helping to lead the team10. Other contributions to the team and project

Rate each team member, excluding yourself, in terms of above criteria. List the names of the team members other than yourself, in the spaces below. Then, assign a number of points to each person to reflect your rating for each person’s contribution to the team project. These ratings must total 100. Someone who contributed more to the team would receive a higher number of points than someone who contributed less. Remember, the points must total 100. The instructor will use this information to assign an individual grade to each team member.

Group Member Names Points Assigned

Total points=100

Comments (Use other side if necessary)

Are there problems in the group such that the instructor should intervene? If so, for what purpose? (Use the other side if necessary).