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Home > Specialized Knowledge > Hot Topics in Health Care Accounting & Auditing
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Knowledge Level
Copyright 2015

Publication Date
July, 2015
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Hot Topics in Health Care Accounting & Auditing
Introduction Organization Learning Objectives Author Bios

Title:                                            Hot Topics in Health Care Accounting & Auditing

Prerequisite:                                  None

Advance Preparation:                      None

Knowledge:                                    Basic

Subject Matter Area:                       Specialized Knowledge

Date of Publication:                        May 2015

Copyright ©                                   2015 by Thomson Reuters Tax & Accounting.  All        rights reserved.

Recommended CPE Credits:

Textbook Only:                          9 QAS/Registry (based on 50-minute hour)

Expiration Date:                               One year from date of receipt to complete program and submit quizzer to obtain credit

Passing Grade for Quizzer:             70 percent or higher


As health care costs in the U.S. continue their upward spiral, many experts believe that we are not getting an adequate return on investment for the health care services being pro­vided.  Ongoing medical record reviews provide documentation of the existence of troubling patient safety concerns.  This program will provide coverage of leading account­ing and auditing topics affecting the health care industry.  It will discuss the unique attributes and risks associated with health care operations and review the key processes/ practices that should be included in an effective hospital revenue cycle.  This program will focus on a number of important topics, including:  the hospital supply chain; Medicare payment concerns; patient throughput; and legal and compliance issues, as well as explain the importance of performance-based health care and the premise behind the pay-for-performance movement.  It also provides explanation and analysis of how the 2010 health care reform legislation will impact health care delivery and financing in the coming years.

This program is divided into seven (7) chapters, a glossary, and an index.

Chapter 1 gives an overview of the unique attributes of health care operations and risk.

Chapter 2 focuses on the hospital revenue cycle issues.

Chapter 3 examines the hospital supply chain issues.

Chapter 4 discusses the Medicare payment issues and the impact of health care reform.

Chapter 5 explains utilization management and cost efficiency in the health care industry.

Chapter 6 defines performance-based health care including consumer-driven health care and pay for performance in context of health care reform.

Chapter 7 discusses the legal and compliance issues regarding the health care industry.

The Glossary defines frequently used key terms.

Upon successful completion of this program, the user should be able to:

  • Recognize a basic understanding of significant health care industry changes including the reform of the health care financing system
  • Identify the different roles of the internal and external auditor in the health care setting
  • Recognize the importance of the hospital revenue cycle and its implications on continuing financial viability
  • Identify the importance of performance metrics and to define key metrics to be used in evaluating revenue cycle processes
  • Recognize the importance of hospital supply chain management and the goals of an effective hospital supply chain process
  • Recognize the importance of including effective disaster recovery plan-ning as a part of overall hospital supply chain management
  • Recognize the significance of the funding problem with the Medicare trust fund
  • Identify the basics of Medicare payment for hospital services including recent changes and their implications
  • Recognize cost efficiency, its definition, and the different perspectives of providers and purchasers of health care services
  • Identify the issues of patient throughput and limited capacity on hospital operations and financial viability
  • Identify the key elements of a successful patient throughput model

    David H. McReynolds, CPA, FHFMA, has more than thirty years’ experience as a healthcare administrator.  He is currently Vice President and Chief Financial Officer for Fort Sanders Regional Medical Center in Knoxville, Tennessee.  He has previously held senior administrative positions in both for-profit and not-for-profit acute care and behavioral health hospitals in Tennessee, Florida and Nebraska.

    Mr. McReynolds received his undergraduate education in Accounting at the University of Tennessee and holds a Master of Science in Business Administration degree from the University of South Carolina.  He is a licensed certified public accountant in the state of Tennessee, a Fellow of the Healthcare Financial Management Association and a certified managed care professional.

    With a keen interest in the development of services for older people and their families, Mr. McReynolds has authored a number of courses on related topics and advises CPAs on issues related to the start-up of Eldercare practices.  He regularly teaches and lectures on a variety of Eldercare topics including pre- and post-retirement financial planning, Medicare and financing long term care.

    Since 2009, he has also developed a number of presentations and articles addressing topics related to healthcare reform.  He sees reform as the most significant impact on health care delivery and financing in the last one hundred years.

    Mr. McReynolds has served for many years as a technical manuscript reviewer for the journal, Healthcare Financial Management, and is a two-time participant in the United States/United Kingdom Healthcare Financial Management Exchange Program.  He received an Innovation Award from the Institute for Behavioral Health and was a finalist for the Diamond Award presented by the Mental Health Association of Greater Knoxville.  He has also received numerous awards of recognition in the field of healthcare finance and accounting.  (Author)

    C. Lynn Northrup, CPA, CPIM, is an author, authoritative business advisor and consultant.  He develops and delivers executive educational programs based on his professional expertise in operations, performance measure­ment, and strategic cost management.  He has managed major projects selecting and implementing ERP systems.  Mr. Northrup has 40 years of experience as a controller, a CPA, and an operational consultant serving a wide variety of industries.  Mr. Northrup has specialized in conducting operational and workflow assessments focused on busi­ness process improvement (Lean Manufacturing and Six Sigma).  He has extensive knowledge and experience in business performance management and measurement and the application of strategic cost management and analysis concepts.  Mr. Northrup’s training programs have been given to state societies of CPAs nationwide and to large audiences at regional and national conferences.  Training experience includes national and regional CPA firms and for national providers of continuing professional education.  Mr. Northrup was previously with McGladrey & Pullen’s national manufacturing consulting practice, PricewaterhouseCoopers, and has held various management and executive positions in industry including Controller, Vice President of Finance, and President and Chief Operating Officer.  (Author)

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