Unit 9 Assignment.docx MHA5006 Operating Budget Proposal Capella University Healthcare Finance and Reimbursement MHA5006 The following operating budget proposal will provide significant input to justify the adjust
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Unit 9 Assignment.docx MHA5006 Operating Budget Proposal Capella University Healthcare Finance and Reimbursement MHA5006 The following operating budget proposal will provide significant input to justify the adjustments to the 2020 budget numbers. These changes will reflect the clinics need for new billing software and the request for a new MRI machine. When developing the clinics strategy, consideration will be given to the effects of environmental factors, financial performance measures, and organizational improvement that will align with the targeted profit margins. With a structured operating budget, the clinic will have the ability to monitor the success of the clinic by tracking its revenues and expenses. A successful operating budget will first gather and identify the clinics environmental factors that could have a negative or positive impact. According to Manzano, Chalifour, & Kotze (2016), environmental forces are identifiable elements in the physical, cultural, demographic, economic, political, regulatory, or technological environment that affects the survival, operations, and growth of an organization. These environmental forces could impact the flow of the clinics operations which may include compliance changes, changes with insurance claims processing, and changes in laws and regulations which can stem from the use of the new billing software and MRI machine. Due to the forecasted purchase of a new billing software and MRI machine, changes in quality compliance and patient saf. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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