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Cost Behavior, High-Low Method, Pricing Decision

St. Teresa's Medical Center (STMC) offers a number of specialized medical services, including neuroscience, cardiology, and oncology. STMC's strong reputation for quality medical care allowed it to branch out into other services. It is now ready to expand its orthopedic services and has just added a free-standing orthopedic clinic offering a full range of outpatient, surgical, and physical therapy services. The cost of the orthopedic facility is depreciated on a straight-line basis. All equipment within the facility is leased.

Since the clinic had no experience with in-patient orthopedic services (for patients recovering from hip and knee replacements, for example), it decided to operate the orthopedic center for two months before determining how much to charge per patient day on an ongoing basis. As a temporary measure, the clinic adopted a patient-day charge of $190, an amount equal to the fees charged by a hospital specializing in orthopedic care in a nearby city.

This initial per-day charge was quoted to patients entering the orthopedic center during the first two months with assurances that if the actual operating costs of the new center justified it, the charge could be less. In no case would the charges be more. A temporary policy of billing after 60 days was adopted so that any adjustments could be made.

The orthopedic center opened on January 1. During January, the center had 4,100 patient days of activity. During February, the activity was 4,600 patient days. Costs for these two levels of activity output are as follows:

4,100 Patient Days 4,600 Patient Days

Salaries, nurses $52,900 $52,900

Aides 34,800 34,800

Pharmacy 203,600 226,100

Laboratory 130,200 143,200

Depreciation 27,500 27,500

Laundry 187,370 210,220

Administration 24,900 24,900

Lease (equipment) 34,800 34,800

Required:

1. Classify each cost as fixed, variable, or mixed, using patient days as the activity driver. Assume that the Pharmacy & Laboratory are in house and that the Laundry is shipped out to a third party vendor.

Salaries, nurses

Aides

Pharmacy

Laboratory

Depreciation

Laundry

Administration

Lease (equipment)

2. Use the high-low method to separate the mixed costs into fixed and variable.

Laboratory: Pharmacy:

Variable $fill in the blank 9

per patient day $fill in the blank 10

per patient day

Fixed $fill in the blank 11

$fill in the blank 12

3. The administrator of the orthopedic center estimated that the center will average 4,200 patient days per month. If the center is to be operated as a nonprofit organization, determine the amount it will need to charge per patient day? Round your interim calculations and final answers to the nearest cent.

$fill in the blank 13

Charge per patient day

How much of this charge is variable?

$fill in the blank 14

Variable charge per patient day

How much of the charge per patient day is fixed?

$fill in the blank 15

Fixed charge per patient day

4. Suppose the orthopedic center averages 4,800 patient days per month. How much would need to be charged per patient day for the center to cover its costs? Round your answer to the nearest cent.

$fill in the blank 16

per patient day

The main reason why the charge per patient day decreased as the activity output increased is because:

Coit letimes, High-Low Method, Priono Dechuon charsed by a notpitar speculatiog in arthopedic care in a neerby oty. eutpur ace as follows: 3 owoe mer matert an