It also has a dashboard that enables managers to identify and analyze potential issues, data and trends on a daily basis from each insurance organization or staff members that allow them to faster problem resolution and increased leverage in negotiations. This program also enables managers to create detailed reports on the spot, using simple drop down menus. Once Med Assets was implemented and the staff had the tool they needed, Sutter’s A/R was reduced by six days and resulted in the collection of an additional $78 million during the first three months. Med assets software also helped the CBO detect errors in major payer’s contracted rates, which prevented thousands of dollars in potential underpayments. Training and accountability are key factors in this program’s success.
UF Health: Case Project By: Shannon Panetta August 20, 2015 MBA599: Strategic Management Table of Contents: Executive Overview……………………………………………………………………………….3 Introduction Description ………………………………………………………………………..............4 History …………………………………………………………………………………….4 Mission and Vision ……………………………………………………………………….5 Strategic Elements ………………………………………………………………………..6 Overall Assessment ……………………………………………………………………….6 External Assessment Competitive Profile Matrix (CPM) ……………………………………………………….7 External Factor Evaluation (EFE) ………………………………………………………...8 Internal Assessment Financial Ratio Analysis ………………………………………………………………….9 Internal Financial Evaluation (IFE) ……………………………………………………..10 Current Strategy………………………………………………………………………….11 SWOT…………………………………………………………………………...……….13 Boston Consulting Group Matrix ……………………………………………………….14 Strategic Position and Action Evaluation Matrix ……………………………………….15 Strategic Alternatives ……………………………………………………………………15 Organizational Structure ………………………………………………………………...16 Recommendations ……………………………………………………………………….16 Initiate……………………………………………………………….…………...16 Strategy Product Positioning Map ………………………………………………………………..17 Strategy Evaluation………………………………………………………………………18 Implementation Plan…..…………………………………………………………………18 Financial Projections ……………………………………………………………………18 Works Citied …………………………………………………………………………………….20 Executive Overview Since it’s opening in 1958, UFHealth has provided quality health care to the residents of Gainesville, FL and the surrounding residents UFHealth is considered a not-for-profit organization and is considered to be one of the state’s safety net hospitals. This allows for some financial insecurity however, UFHealth has found a way to overcome this uncertainty. In 2014, their yearend position was $871,794 which was a 6.5% increase from 2013. UFHealth’s size, market
Kaiser Permanente Health Connect: HIMSS Davies Award 2011 Since 1994, the HIMSS Nicholas E. Davies Award of Excellence has recognized outstanding achievement in the implementation and value from health IT, specifically EHRs. Past winners of the award have demonstrated improvements across a wide variety of metrics including reductions in transcription errors, a decrease in medication errors, reduction in duplicate testing, efficiency savings in physicians’ schedules, revenue enhancements and cost savings associated with staffing reductions and enhanced billing practices. While demonstrating ROI is not a requirement of achieving advanced stages on the EMRAM model, a review of case studies on those organizations that have achieved Stage 7 suggests that these organizations have been able to document ROI across a wide range of metrics, including cost savings, efficiency savings and improved patient care. Stage 7 is the highest award in the category and recognizes environments in which paper charts are no longer used to deliver patient care. Kaiser Permanente, the nation's leading health care provider, with the largest private-sector electronic health record system in the world, received two awards
Healthy People 2020 and Heart Disease and Stroke Janet Griffin-Vaughan Franklin Pierce University Every ten years since 1979, the federal government has released through its Healthy People program, goals and objectives aimed at getting Americans on the right track toward good health. Healthy People 2000, published in 1990, included the objective for reducing the number of coronary heart disease deaths. Healthy People 2020, launched in December of 2010, further defines this goal to “improve cardiovascular health and quality of life through prevention, detection, and treatment of risk factors for heart attack and stroke; early identification and treatment of heart attacks and strokes; and prevention of repeat cardiovascular events” (healthy people.gov). Improving cardiovascular health and prevention of strokes by providing patients with effective education is an important goal for me as I care for patients with cardiovascular disease and strokes on my telemetry/stroke unit, while also serving as a champion for stroke on my unit. The following four literature reviews I have chosen will support the importance of the original goal set by Healthy People 2000.
Germov, J 2009, Second Opinion: An Introduction to Health Sociology, 4th edn, Oxford University Press, South Melbourne, Vic, pp. 3-19 Gray, D & Saggers, S. 2009 ‘Indigenous health: The perpetuation of inequality’, in Second Opinion: An introduction to health sociology, 4th edn, ed J Germov, Oxford University Press, South Melbourne. Koball, H Chau, M Douglas-Hall, A, 2006, Parents’ Low Education Leads to Low Income, Despite Full-Time Employment, national centre for children in poverty, viewed on the 28 September 2011 NIB 2010, NIB, viewed on 27 September 2011 SA health 2010,Aboriginal health care plan, viewed 3 October
The students truly believe the benefits, as shown, will outweigh the cost of their time. Thank you for your time and consideration of this manner. Please contact me with any questions or concerns that might keep us from moving forward. REFERENCES Hingson, R.W., Zha, W., & Weitzman, E.R. (2009).Magnitude of and trends in alcohol-related mortality and morbidity among U.S. college students ages 18-24, 1998-2005.Journal of Studies on Alcohol and Drugs, Supplement No.
MALAV PATEL - CANADA - 647-859-3331 SINGAPORE a. Geographical Description POLITICAL MAP (CAPITAL CITIES, MAJOR CITIES AND PORTS) PHYSICAL MAP PHYSICAL MAP (LAND FEATURES) CLIMATOLOGICAL INFORMATION * Country : Republic of Singapore * Capital : Singapore * Total Area : 692.7 sq. km * Land : 682.7 sq. km * Water: 10 sq. km * Major Cities : Bedok, Seletar and Woodlands * Land Boundary : 0 km * Coastline : 193 km * Climate: topical; hot, humid, rainy. * Natural Resources: Fish, Deep Water Ports.
Date: 24th September 2013 Marriott Case FINE 443 Q1. Cost of Capital for Marriott: Cost of Equity – E(RE) : To calculate the cost of equity we will use the CAPM formula with the unlevered beta of Marriot. Since Marriot is a long-term investment we assume that the risk free rate is 4.58% taken from Exhibit 4 and that the market risk premium is 7.43% from Exhibit 5. Rf=4.58% (long-term government bonds) βE=βU+βU(1-t)(DE) 0.97=βU+βU(1-0.34)(0.410.59) βu=0.665 Market Risk Premium: 7.43% (Spread between S&P 500 composite and L-T government bond) E(Re)=Rf+βuMarket Risk Premium E(Re)=0.0458+0.6650.0743 E(Re)=9.521% Cost of Debt -RD : To calculate the cost of debt we use the government interest rates (Table B) and add the debt rate premium to it (Table A). For Marriot we the interest rates for a maturity of 10 years rather 30 years because Marriot is made up of both divisions which are long-term and short-term in nature and therefore decided on an average of 10 years to account for their nature RD= Gov L-T rate+ Debt rate premium = 0.0872+0.0130 = 10.02% Weighted average cost of capital: WACC=1-trDDV+ reEV D/V= 60% E/V=40% t=34% WACC=1-0.340.10020.60+ 0.095210.4 WACC=7.78% The weighted average cost of capital for Marriott is 7.78% Q2.
MKG 510 Sarah Portlock ID 3333333Assignment 1 XXXX words | | Situational Influences: Impact on the Consumer Decision Making Process Report submitted: 4th April 2014 Presented by Sarah Portlock Table of Contents Overview3 Company Background………………………………………………………………………………………………………….3 Customer Characteristics…………………………………………………………………………………………………….4 Market Environment and Future Trends.…………………………………………………………………………….5 Problem Identification………………………....…………………………………………………………………………….7 Potential Outcomes/Benefits .………………..………………………………………………………………………….8 Situational Influences9 Overview.…………………………………………………………………………………………………………………………….9 Temporal Influences…………………………………………………………………………………………………….10 Antecedent States………………………….…………………………………………………………………………….12 Ritual Behaviour…………………………....…………………………………………………………………………….13 Implications for Marketing Strategy16 Overview………………………………………………………………………………………………………………………16 Market Segmentation……………………………………………………………………………………………………16 Target Marketing.………………………………………………………………………………………………………….17 Product Position and Marketing Mix…....………….…………………………………………………………..19 Conclusion…………………………………………………………………………………………………………………….23 Overview Company Background | Glo Skin Body is an Australian owned family business who provide specialised skin health advice, skin treatments and the full range of Dermalogica products online (www.gloskinbody.com. 2014) and in two skin health centres across NSW. The company started 7 years ago by a husband and wife team from their skin centre in Cherrybrook. This expanded in 2009 to an online business offering consumers from all over Australia the Dermalogica skincare system and free online skin health consultations. Company Vision We believe that providing great advice together with the world’s number 1 professional skincare
Running head: COMMUNITY ANALYSIS Community Analysis of Census Tract 9506: Calhoun Falls, South Carolina Marilyn M. Cromer University of South Carolina TABLE OF CONTENTS Page EXECUTIVE SUMMARY ……………………………… 3 INTRODUCTION ………………………………………. 4 OBSERVATION ………………………………………… 5-10 HISTORY ………………………………………………... 10-12 POPULATION …………………………………………... 12-15 HOUSING ………………………………………………… 15-16 EMPLOYMENT AND IMCOME ……………………….. 17-20 EDUCATION ……………………………………………. 20-24 POLITICS ………………………………………………… 24-25 POWER ANAYLSIS ……………………………………... 25-27 REFLECTION ……………………………………………. 27-28 SENSE OF INDENTITY …………………………………. 28-29 STRENGTH AND WEAKNESSES ……………………… 29-30 CONCLUSION ………………………………………….... 30-31 ADDENDUM …………………………………………….