Reference no: EM132244080

Problem

The maternity and newborn departments have been very concerned about declining patient satisfaction. They are worried that the current year’s slight decline in maternity admissions is the result of that dissatisfaction and that patients are traveling a little further to give birth at a neighboring medical center, at which some of their physicians also have privileges. The departments would like to renovate the maternity and newborn wing, forming a women’s center with increased emphasis on wellness and ancillary services. This would be a two-year capital project that would require marketing support and some minor disruption of services during construction.

Based on the volume of patients that Bright currently sends out to another facility for cardiac catheterization, the cardiology department believes that patient care would be facilitated by the expansion and that the increased revenue would help justify the cost.he HIM department has recently lost several employees to retirement and promotions within the facility. It is currently down two coders and a clerk, and has reduced its weekend coverage to one person, day shift only. Transcription is handled largely by the department, with an outside service processing any overflow. The HIM department would like to outsource all of its transcription and move to a new coding system that would allow the coders to work from home. This plan would improve productivity, decrease transcription and coding delays, and shorten billing time. All three departments submitted capital budget requests for the projects described

Question

Ideally, how should Bright’s finance department analyze these projects? What do you think is the best method for analyzing them under the circumstances?