A 20-physician, multi-specialty surgical center operating for five years in a large urban area boasted high patient satisfaction, low turnaround times, busy operating rooms, a capable administrator/clinical manager and a hard-working business office manager, and yet was cash-flow breakeven each month and investors had not received any distributions. The governing board and staff were perplexed about why the facility was only breaking even despite the appearance of efficient operations. Use of QuickBooks and the centers IT system did little to identify the obstacles to profitability. The accounting firm hired to prepare the surgery centers financial statements was not well-versed on the company's reimbursement system or operations and could not provide effective suggestions to increase the bottom line.

Around the same time, a local neurosurgeon was seeking block time to perform high-reimbursing spine cases. The board discussed equipping an unused operating room to accommodate this surgeon and add more morning start times, but considering this would require a large capital investment and the surgery center was just breaking even, leadership was unsure how to proceed.

Answer all questions:

What is a feasibility study. (2marks)

Differentiate between industry, organisational, market and financial Analysis. (8marks)

Discuss two kinds of methodologies you would use to conduct an industry analysis for the surgical center described in Case Study. (20marks)

Do a full feasibility review of the Surgical Center described in the case. (20marks)

This is not a project