Built from [7,200] MRI and [11,400] CT scans, the Unit 6 operating budget in HA520 prices an outpatient imaging department line by line to a [$1.92] million margin. Searches like "ha 520 unit 6 assignment example", "ha520 unit 6 sample" and "ha520 unit 6 example" land here.
What a finished HA520 Unit 6 operating budget looks like
A budget worksheet on two pages and a narrative on three. The worksheet opens with statistics: scans by modality, budgeted paid hours per scan of [1.79] for MRI and [1.35] for CT, and net revenue per scan of [$498] and [$286] after contractual allowances. Revenue totals [$6,846,000]. Salaries follow, built position by position: [6.2] MRI and [7.4] CT technologist FTEs at [$46.50] an hour over 2,080 hours, [3.0] scheduler FTEs, [1.5] FTEs of contrast nursing and a manager, [$1,735,408] in all, with benefits at [26] percent. Supplies are priced per scan, [$38] for MRI and [$27] for CT. Fixed lines carry overnight teleradiology, service contracts and equipment depreciation. Direct expense reaches [$3,850,014]; an overhead allocation at [28] percent brings the total to [$4,928,018] and the margin to [$1,917,982].
How a HA520 Unit 6 example is structured
The budget is assembled in the order its dependencies run, so a change in one assumption can be followed through every line it touches. Volume comes first, forecast from the prior year's scans adjusted for referral trends and one new orthopedic practice, each adjustment stated. Revenue follows from volume and a net rate per scan, never from gross charges. Staffing is derived next, from hours per scan and paid hours per FTE, then priced by position. Variable supplies are tied to scans, fixed costs are listed with the contracts behind them, and depreciation comes from the asset schedule. Overhead sits on a separate line with its allocation basis named, so the director sees the department's contribution before and after it. The narrative defends each driver, flags the three assumptions carrying the most uncertainty and names the lines that would move first if volume fell short.
Volume before dollars
Prior-year scans adjusted for referral patterns and one new orthopedic group, each adjustment stated so the forecast can be challenged line by line.
Net rate per scan
Revenue built on [$498] per MRI and [$286] per CT after contractual allowances, with gross charges shown once for reference and never summed.
Positions, hours and rates
Technologist FTEs derived from paid hours per scan and priced at [$46.50] an hour, with schedulers, contrast nursing and the manager on separate lines.
Fixed, variable, allocated
Supplies moving with scans, service contracts and depreciation fixed by agreement, and a [28] percent overhead charge kept apart from the department's own costs.
Contribution before overhead
[$2,995,986] before allocation and [$1,917,982] after it, the two figures the department director and the finance office each read first.
Where marks go in HA520 Unit 6
Budgets that start from last year's dollars plus an inflation factor miss the purpose of this assignment, which asks for a budget built from drivers. Graders look for volume, rate and productivity stated as assumptions, with every dollar traceable to one of them. Revenue forecast from gross charges inflates the department several times over. A single salary total, with no FTE count or hourly rate, cannot be checked or flexed later. Mixing fixed and variable costs on one line hides what will happen when volume moves, the very question the next unit tends to ask. Overhead buried inside direct expense makes a department look worse than its own decisions warrant. Narratives that describe numbers instead of defending assumptions score poorly, and a budget with no statement of risk reads as more certain than it is.
Get a HA520 Unit 6 example written to your instructions
Budget exercises differ mainly in their drivers, so the Unit 6 case figures matter most: volumes, rates, staffing and cost assumptions. Include them with the rubric, and with the section's budget template where one is issued. A driver-based budget and its narrative return within 24-48h, assumptions stated and every line traceable, and first samples come free.
HA520 Unit 6 questions, answered
Why budget paid hours per scan instead of a staffing ratio?
Because imaging staffing moves with volume, and hours per scan connects the two directly. Multiplying scans by hours per scan and dividing by 2,080 gives FTEs, which keeps the salary line flexible when volume changes. A fixed ratio suits departments whose staffing is set by shift coverage, and the example flags where one applies, such as overnight CT.
Should overhead be included in a department budget?
Show it, but on its own line. Allocated costs such as administration, information systems and facilities are real, and a department ignoring them overstates its margin. The director does not control them, though, so the example reports contribution before overhead alongside the margin after it. Your course may call the allocation indirect cost; the principle is the same.
Suppose the case supplies only last year's actual results?
Then last year's actuals become the starting point for drivers: scans, hours, supply cost per scan and rates are all derived from them, and each is adjusted with a stated reason. That keeps the budget driver-based rather than incremental. The example's volume section shows the process, beginning with prior-year scans and naming each change applied to them.