In: Accounting
department | patient services revenue | space (sq ft.) | Housekeeping labor hours | salary dollars |
General administration | 10,000 | 2,000 | $1,500,000 | |
Facilities | 20,000 | 5,000 | 3,000,000 | |
Financial Services | 15,000 | 3,000 | 2,000,000 | |
Total | 45,000 | 10,000 | $6,500,000 | |
Routine Care | $30,000,000 | 400,000 | 150,000 | $12,000,000 |
Intensive Care | $4,000,000 | 40,000 | 30,000 | $5,000,000 |
Diagnostic Services | $6,000,000 | 60,000 | 15,000 | $6,000,000 |
Other Services | $10,000,000 | 100,000 | 25,000 | $7,000,000 |
Total | $50,000,000 | 600,000 | 220,000 | $30,000,000 |
Grand total | $50,000,000 | 645,000 | 230,000 | $36,500,000 |
6.3 Assume that the hospital uses the direct method for cost allocation. Furthermore, the cost driver for general administration and financial services is patient services revenue, while the cost driver for facilities is space utilization.
a. What are the appropriate allocation rates?
b. Use an allocation table similar to Exhibit 6.7 to allocate the hospital’s overhead costs to the patient services departments.
As you have not provided Exhibit 6.7, the allocation table format may change. but overall allocation amounts will be the same.