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Part I

Describe the following 4 types of costs:

  • Fixed
  • Variable
  • Semivariable
  • Semifixed

 Part II

Dynamic Medical Suppliers, Inc. has sales of $300,000 for the calendar year of 2010. Its total variable costs equal $107,700. 

Calculate the contribution margin ratio, and determine whether it presents profit or loss to the organization. 




% of Revenue

Sales (Revenue)






Less variable costs



Costs of medical supplies sold






Delivery fees



Total variable costs



Contribution margin



Less fixed costs



Operating income




Part III

Determine the number of full-time employees needed to cover multiple shifts based on information provided within the following scenario:

Health care is a critical field, and some agencies require that staff members be present at all times to ensure that there is adequate staff to care for the patients. For example, a medical center that has both inpatient and outpatient units will require staff be present after normal business hours to provide care to those admitted to the inpatient unit. It is also important to ensure that there is sufficient staff to provide care to the number of patients being treated. This is imperative to managers when it comes to determining costs associated with salary and benefits. If an organization is overscheduling staff, it could have a severe impact on the revenue because the staff-to-patient ratio would not be appropriate.

You create the schedule for the nursing staff in the pediatric intensive-care unit. Your daily staffing uses 6 registered nurses (RNs) working 8 hours and 2 licensed practical nurses (LPNs) working 3 hours. Determine the number of work hours required for 1 day. 

Part IV

Understanding financial ratios can help the health care organization analyze its credit. Financial ratios should be compared to other financial information within the organization. Values used in calculating financial ratios are taken from the balance sheet, income statement, and statement of cash flows.

The following are types of ratios:

  • Liquidity ratios tell whether the health care agency is able to meet its financial obligations. 
    • Are there assets or cash available to pay the bills?
  • Solvency ratios tell whether the organization has the means to meet its long-term obligations. 
    • How solvent is the agency?
  • Profitability ratios tell whether the operating revenue outweighs the operating expense. 
    • How well does the medical center use its assets and control its expenses?

Compute ratios using the provided data/information below.

Use the financial reports below to compute the requested financial ratios. Provide a brief statement (1–2 sentences) explaining the outcome of the ratio.

Dominion Plus Surgery Center
Balance Sheet
December 31, 200XX




Current assets




   Cash and cash equivalents



   Accounts receivable (net)






   Prepaid insurance




Total current assets




Property, plant, and equipment







   Buildings (net)



   Equipment (net)




Net property, plant, and equipment




Other assets







   Total other assets




Total assets








   Current liabilities




Total current liabilities




   Long-term debt




Total liabilities




Fund balances









$ 0.00



Total fund balance




Total liabilities and fund balance





Dominion Plus Surgery Center
Statement of Revenue and Expenses
Year Ending 12/31/20XX





   Net patient service revenue







Total operating revenue




Operating expenses



   Surgical services



   Post-op services










Total operating expenses




Income from operations




Losses (nonoperating)




   Interest income




Gains (nonoperating)




Revenue and gains in excess of expenses and losses




Increase in unrestricted fund balance



Part V

  • Using the information provided in Part II, determine the break-even point for the organization.

  • Dynamic Medical Suppliers, Inc. has sales of $375,000 for the calendar year of 2010. Its total variable costs equal $63,730. 

Part VI

The organization can work hard to ensure that there is more revenue coming in than there are expenses going out. This was there as a gain versus a loss. It is management’s duty to stay abreast of the current sales through monitoring and reporting. If a decline is observed throughout the year, management should discuss changes that must occur to increase sales and not experience any loss with leadership and the staff.

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