Problem: We are about to do a project with a local nonprofit in finance. I bought this book to help me with learning the finances. When I looked at this case study I couldn't do it correctly. I need help with 2-16. This is not for school or no project. This is for my own notes and practice. Can someone help me?????????????????????? Can I get help with any.4 just to begin with

I need help with this case study. Question 2 -16!

This is part 3 can someone help me with the following anything or any advice at all

Hays County IDS
Statement of Operations
Through December 31, 2017
	2017
REVENUES
Gross Patient Services Revenue	$ 326,910,000
Provisions for contractual adjustments	$ (43,936,704)
Provisions for charity care	$ (58,843,800)
Net Patient Services Revenue	$ 224,129,496
Provisions for bad debt allowance	$ (58,843,800)
Net Patient Services Revenue less provisions for bad debt	$ 165,285,696
Premium revenue (Capitation reimbursements)	$ 900,000
Other operating revenue	$ 100,000
Total Operating Revenue	$ 166,285,696
EXPENSES
Wages, Taxes, Benefits (90% variable, 10% fixed)	$ 76,725,792
Professional Fees and Commissions (fixed)	$ 7,000,000
Drugs (variable)	$ 8,000,000
Medical and other supplies (variable)	$ 8,500,000
Food (variable)	$ 7,500,000
Purchased Services (variable)	$ 6,500,000
Repairs and Maintenance (fixed)	$ 8,000,000
Utilities (fixed)	$ 9,000,000
Interest (fixed)	$ 8,021,440
Depreciation (fixed)	$ 3,000,000
Total Operating Expenses	$ 142,247,232
OPERATING INCOME	$ 24,038,464
Hays County IDS
Balance Sheet
December 31, 2017
	2017
ASSETS
Current Assets
Cash and cash equivalents	$ 816,875
Marketable securities	$ 8,100,500
Accounts Receivable less allowances	$ 17,250,000
Inventories at cost	$ 2,368,000
Other current assets	$ 8,992,500
Total Current Assets	$ 37,527,875
Land and improvements	$ 11,250,000
Buildings	$ 50,509,500
Fixed equipment	$ 5,063,250
Movable equipment	$ 4,466,750
Property, Plant and Equipment	$ 91,289,500
Less accumulated depreciation	$ (38,376,231)
Total Property, Plant and Equipment	$ 52,913,269
TOTAL ASSETS	$ 90,441,144
Current Liabilities
Current portion of long-term debt	$ 10,151,000
Accounts payable and accrued expenses	$ 8,400,000
Estimated amounts due to third-party payors	$ 8,423,750
Other current liabilities	$ 10,500,000
Total Current Liabilities	$ 37,474,750
Long-tern debt, net of current portion	$ 25,000,000
TOTAL LIABILITIES	$ 62,474,750
Net Assets
Unrestricted	$ 742,625
Temporarily restricted	$ 16,000,000
Permanently restricted	$ 11,223,769
TOTAL NET ASSETS	$ 27,966,394
TOTAL LIABILITIES AND NET ASSETS	$ 90,441,144

396 Case Study: Hays County Integrated Delivery System MEETING WITH DR. SPOK Dr. Spok, hospital medical director, tells you: Most doctors have been on the medical staff for at least ten years. There is little loyalty to the hospital, and most doctors also have admitting privileges at St. Teresa's, a newer hospital with better facilities. While it is a hassle for the doctors to drive the 25 miles from San Marcos to St. Teresa's to see patients, there are a few good reasons for the doctors to admit their patients to St. Teresa's. St. Teresa's has a hospitalist and pays physicians for menial service assignments like committee work (a practice that County has refused to implement) MEETING WITH MR. SALTER Mr. Salter, chief executive officer, states: I just don't understand why we are losing money. Ispent a considerable amount of time recruiting new doctors while keeping the existing doctors happy. The new, younger doctors just don't seem to have a sense of loyalty to County. Furthermore, l've tried to establish a "family atmosphere" for our employees that stresses getting along well with others in return for job security. Everyone seems happy-everyone except Mr. Finance Myway, whom you'll be replacing. He and I both started in January 2015 and he seemed increasingly frustrated with the way 1 do things here-he just didn't fit in. I tried to accommodate him by implementing some of his recommendations, even though they were against my better judgment-like charging visitors for parking, which generated S10o,ooo in other operating revenue in 2017, but I have discontinued the practice for 2018 because no other organization in San Marcos, other than the university, charges for parking. And when I announced that I was bringing in more business to the hos- pital by entering into a two-year capitated managed care agreement with the city (it expires this month)-we get $250 per month per family for taking care of the 300 city employees and their families, whether they're sick or not-Mr. Myway threw a fit at an executive team meeting. He claimed that my decisions were driving County deeper into the red, and as a result, I had to show Mr. Myway the highway for insubordination. That happened last month. Mr. Salter has asked you to do the following [Note: Steps in the case correspond to chapters in the textbook]: Iwould like you to make a fifteen-minute, 25-slide PowerPoint presentation during our board strategic planning retreat regarding the effects of the economy [see appendix 1.2 in chapter 1] on the healthcare industry. 1. 396 Case Study: Hays County Integrated Delivery System MEETING WITH DR. SPOK Dr. Spok, hospital medical director, tells you: Most doctors have been on the medical staff for at least ten years. There is little loyalty to the hospital, and most doctors also have admitting privileges at St. Teresa's, a newer hospital with better facilities. While it is a hassle for the doctors to drive the 25 miles from San Marcos to St. Teresa's to see patients, there are a few good reasons for the doctors to admit their patients to St. Teresa's. St. Teresa's has a hospitalist and pays physicians for menial service assignments like committee work (a practice that County has refused to implement) MEETING WITH MR. SALTER Mr. Salter, chief executive officer, states: I just don't understand why we are losing money. Ispent a considerable amount of time recruiting new doctors while keeping the existing doctors happy. The new, younger doctors just don't seem to have a sense of loyalty to County. Furthermore, l've tried to establish a "family atmosphere" for our employees that stresses getting along well with others in return for job security. Everyone seems happy-everyone except Mr. Finance Myway, whom you'll be replacing. He and I both started in January 2015 and he seemed increasingly frustrated with the way 1 do things here-he just didn't fit in. I tried to accommodate him by implementing some of his recommendations, even though they were against my better judgment-like charging visitors for parking, which generated S10o,ooo in other operating revenue in 2017, but I have discontinued the practice for 2018 because no other organization in San Marcos, other than the university, charges for parking. And when I announced that I was bringing in more business to the hos- pital by entering into a two-year capitated managed care agreement with the city (it expires this month)-we get $250 per month per family for taking care of the 300 city employees and their families, whether they're sick or not-Mr. Myway threw a fit at an executive team meeting. He claimed that my decisions were driving County deeper into the red, and as a result, I had to show Mr. Myway the highway for insubordination. That happened last month. Mr. Salter has asked you to do the following [Note: Steps in the case correspond to chapters in the textbook]: Iwould like you to make a fifteen-minute, 25-slide PowerPoint presentation during our board strategic planning retreat regarding the effects of the economy [see appendix 1.2 in chapter 1] on the healthcare industry. 1