Johns Hopkins Capital Budgeting Case Study

Johns Hopkins Capital budgeting consisted of several top-level administrators who is involved in the process from various department. They each have a portion of the pie to tackle when it comes to capital expenditures. Each department manager is responsible for his or her input in the yearly budget. They are required to take a class before the budget meeting and is designated to complete the final stage of the budgeting structure. Once completed it is sent to JHH main campus for review and consolidation.
For Johns Hopkins Medicine to continue carrying out our three-part mission in research, education and patient care, we must first meet our financial goals. (Johns Hopkins 2015). Make is possible to spread out the estimated cash flow to each
entity with a reasonable portion of the pie to each facility. Make progress in the budgeting decision models, illustrate a well-rounded plan of events for the year budget. Also stated that a healthy bottom line means we have resources to invest in finding treatments, providing topnotch care and training tomorrow’s leaders (Johns Hopkins, 2015). When looking at the NPV at present is positive the committee is looking at how to actively keep the cash flow at a normal level in order to hold steady the bottom line with a nice profit.