Shown in full below: an IHP 450 Module 8 capital budget proposal presentation: twelve slides carrying full speaker notes, a projected departmental budget table, payback and net present value, a sensitivity test, mission alignment, an implementation timeline and a closing request for approval. Searches like "ihp 450 module 8 assignment", "ihp450 module 8 capital budget proposal presentation" and "ihp 450 module 8 example" land here.
The IHP 450 Module 8 example, in full
Bringing the Eye Exam to the Exam Room: A Capital Budget Proposal for Autonomous AI Retinal Cameras
[Student Name]
Southern New Hampshire University
IHP 450: Healthcare Management and Finance
Module Eight Final Project Presentation
[Instructor Name]
[Date]
The organization, setting and figures below are a composite written as a model document. No real employer, client, colleague or patient is described.
Slide 1: The Request
Approve 103,000 dollars from the fiscal year 2026 capital budget for three autonomous AI retinal camera systems.
One camera at each Tamarack site, run by the medical assistants already on staff.
Goal: raise the diabetic eye exam rate from 38 percent to 70 percent.
Speaker notes: Good afternoon. I am presenting on behalf of the adult medicine department at Tamarack, a composite three-site community health center. I will start with the request so you know where this is going. We are asking for 103,000 dollars from next year's capital budget to place a retinal camera with autonomous artificial intelligence at each of our three sites. The rest of this presentation explains why, what else we considered, what it costs, what it returns and what could go wrong.
Slide 2: Trends Pressing on Our Finances
Medicaid disenrollment after the unwinding: fewer insured visits, more sliding fee patients.
Labor costs rising faster than payment rates.
Payers paying more for quality, including diabetic eye exams.
Diagnostics once limited to specialists now usable in primary care.
Speaker notes: Four trends shape this proposal. Nationally, more than 25 million people were disenrolled from Medicaid when continuous coverage ended (KFF, 2024), and at Tamarack that shows up as fewer Medicaid visits and more patients on the sliding fee scale. Wages are rising faster than payment. At the same time, payers increasingly reward quality; an analysis of federally qualified health centers found value-based payment was associated with better performance on most preventive and primary care measures, though it remains a small share of revenue (Li et al., 2025). And technology now lets a primary care office do what used to require a specialist. The first two trends argue for caution with spending. The last two point to where careful spending can pay.
Slide 3: The Need
2,350 adults with diabetes; only 38 percent had an eye exam last year.
Nearest Medicaid-accepting eye practice: 40 miles, about four months.
Our largest Medicaid plan pays an incentive above a 60 percent exam rate.
Speaker notes: Diabetic retinopathy causes vision loss that is largely preventable when found early, which is why an annual eye exam is a standard of diabetes care. Our patients are not getting it. Sixty-two percent of our adults with diabetes went without an eye exam last year, mostly because the only eye practice that takes Medicaid is a long drive and a long wait away, and patients who lost Medicaid cannot afford it at all. This is a quality gap, a mission gap and, because of the incentive, a revenue gap.
Slide 4: Options Considered
A: Referral coordinator for outside eye exams, weighted score 1.90 of 5.
B: Retinal cameras with images read remotely by eye specialists, 3.60.
C: Autonomous AI retinal cameras with results during the visit, 4.30.
Criteria set before scoring: exam rate, five-year finances, staff burden, access, risk.
Speaker notes: We compared three options using criteria and weights we agreed on with the chief financial officer before scoring anything. A referral coordinator costs no capital but leaves the distance and wait in place. Cameras read remotely have a strong record; in the Los Angeles County safety net, primary care teleretinal screening cut the median wait for screening from 158 days to 17 days (Daskivich et al., 2017). But results arrive days later and must be chased. Autonomous AI scored highest because the patient leaves the visit with a result and, if needed, a referral.
Slide 5: Why Autonomous AI
First autonomous diagnostic system authorized by the FDA, tested in primary care offices.
In a randomized trial, 100 percent completed a point-of-care exam versus 22 percent referred.
Screens for diabetic eye disease only: patients with symptoms are still referred.
Speaker notes: The evidence for this option is unusually direct. The system type we propose won federal authorization on the strength of a primary care study enrolling 900 people with diabetes, and it detected more than mild retinopathy with sensitivity above 87 percent (Abramoff et al., 2018). In a randomized trial among young people with diabetes, every patient offered the exam during the visit completed it, against 22 percent of those given a referral, and far more patients with abnormal results went on to see an eye specialist (Wolf et al., 2024). The limitation is scope. It does not replace a full eye exam, so anyone with symptoms or an image that cannot be graded is referred.
Slide 6: Projected Adult Medicine Budget, Fiscal Year 2026
The department's projected budget includes the cameras' revenue, license fees, maintenance and depreciation.
| Line | FY2025 actual | FY2026 projected |
|---|---|---|
| Total revenue | $7,750,000 | $7,993,000 |
| Staff pay and benefits | $5,670,000 | $5,868,760 |
| Supplies and contracted services | $600,000 | $620,140 |
| Technology, equipment and depreciation | $396,000 | $460,360 |
| Occupancy and administrative allocations | $1,080,000 | $1,106,300 |
| Expenses, all lines | $7,746,000 | $8,055,560 |
| Department surplus or (deficit) | $4,000 | ($62,560) |
| Net result without the cameras | ($120,060) |
Speaker notes: This slide shows the adult medicine department's budget. The department projects a deficit next year either way, because salaries are rising 3.5 percent while revenue grows about 2 percent. The last line is the important one. Without the cameras, the projected deficit is about 120,000 dollars; with them, it is about 62,600 dollars. The cameras leave the department about 57,500 dollars better off in their first year, after counting their depreciation over five years.
Slide 7: Five-Year Return
Investment: 103,000 dollars. Net cash flow: about 73,000 dollars in year 1, about 77,000 dollars a year after.
Payback in about 1.4 years.
Net present value at 6 percent: about 219,000 dollars.
Speaker notes: Over five years, the cameras generate net cash of about 383,000 dollars on a 103,000 dollar investment. That already subtracts license fees, maintenance and the medical assistants' time, which we count even though no one is hired. Discounted at our 6 percent cost of capital, the net present value is about 219,000 dollars, and the purchase pays for itself in well under two years (Reiter & Song, 2021).
Slide 8: The Risk We Are Asking You to Accept
Without the 60,000 dollar yearly quality incentive, net present value is about minus 34,000 dollars.
Break-even needs only about 8,000 dollars a year in incentive or savings.
Volume 20 percent below plan still leaves net present value near 202,000 dollars.
Speaker notes: We tested the assumptions. Volume is not the danger; even with 20 percent fewer exams the project remains strongly positive. The danger is the quality incentive. If we never reach the 60 percent exam rate, the project loses about 34,000 dollars in present value over five years. We think reaching it is likely, given the trial evidence on completion, and we will track the rate monthly so outreach can start early if we fall behind. But you should approve this knowing that the incentive is the assumption the case rests on.
Slide 9: Impact on Patients, Staff and Mission
Patients: exam during a visit they already made, no trip, no separate bill.
Staff: about 10 minutes per exam for medical assistants; no new positions.
Mission and values: access and quality advanced; stewardship tested and met.
Speaker notes: For patients, the exam comes to them. For staff, medical assistants take the images while patients wait for the clinician, after two hours of training, and physicians get results they can act on during the visit instead of referrals that never come back. We exist to care for people whether or not they can pay, and this proposal delivers exactly that to the uninsured patients who could never afford the outside exam. Our value of stewardship is the one this committee exists to protect, and the analysis shows the proposal meets it.
Slide 10: Implementation Timeline
Quarter 1: purchase, installation and health record interface.
Quarter 2: training and a two-week test at the main site.
Quarter 3: all three sites live; monthly exam rate reported to this committee.
Speaker notes: Implementation is phased. We install first at the main site and test for two weeks before the other sites go live, so problems with workflow or the record interface are found once rather than three times. From the third quarter, the committee will receive the exam rate monthly, along with exam volume and the share of images that could not be graded.
Slide 11: What Success Looks Like
Eye exam rate of 60 percent or higher by the end of year 1, 70 percent by year 2.
Every abnormal result referred before the patient leaves.
Department result improved by at least 50,000 dollars a year.
Speaker notes: These are the measures we will report back on. If we are below 45 percent at the midpoint of the year, we will come back to this committee with a corrective plan rather than waiting for the annual review.
Slide 12: Our Ask
Approve 103,000 dollars in fiscal year 2026 capital for three autonomous AI retinal camera systems.
Decision requested at the June board meeting so installation can begin in July.
Speaker notes: To close, our request is specific: 103,000 dollars from the fiscal year 2026 capital budget for three camera systems, with a decision at the June board meeting so that installation begins in July and the cameras are running at all sites before the measurement year for the quality incentive is half over. Thank you. I am glad to take questions, especially on the incentive assumption.
References
Abramoff, M. D., Lavin, P. T., Birch, M., Shah, N., & Folk, J. C. (2018). Pivotal trial of an autonomous AI-based diagnostic system for detection of diabetic retinopathy in primary care offices. npj Digital Medicine, 1, Article 39. https://doi.org/10.1038/s41746-018-0040-6
Daskivich, L. P., Vasquez, C., Martinez, C., Jr., Tseng, C.-H., & Mangione, C. M. (2017). Implementation and evaluation of a large-scale teleretinal diabetic retinopathy screening program in the Los Angeles County Department of Health Services. JAMA Internal Medicine, 177(5), 642-649. https://doi.org/10.1001/jamainternmed.2017.0204
KFF. (2024). Medicaid enrollment and unwinding tracker. https://www.kff.org/medicaid/issue-brief/medicaid-enrollment-and-unwinding-tracker/
Li, K., Kwon, K. N., Markus, A., & Dor, A. (2025). Value-based payments associated with improved quality of care at federally qualified health centers, 2014-23. Health Affairs, 44(11), 1404-1410. https://doi.org/10.1377/hlthaff.2025.00483
Reiter, K. L., & Song, P. H. (2021). Gapenski's healthcare finance: An introduction to accounting and financial management (7th ed.). Health Administration Press.
Wolf, R. M., Channa, R., Liu, T. Y. A., Zehra, A., Bromberger, L., Patel, D., Ananthakrishnan, A., Brown, E. A., Prichett, L., Lehmann, H. P., & Abramoff, M. D. (2024). Autonomous artificial intelligence increases screening and follow-up for diabetic retinopathy in youth: The ACCESS randomized control trial. Nature Communications, 15, Article 421. https://doi.org/10.1038/s41467-023-44676-z
How this IHP 450 Module 8 example is structured
The deck follows the order a finance committee thinks in: why now, what problem, what options, what we recommend, what it costs, what it returns, what could go wrong and what we are asking for. Slides carry short statements a listener can read in seconds; the speaker notes carry the numbers, the evidence and the reasoning. The projected budget appears as a table on its own slide because the committee will want to study it. The last slide makes one precise request with a date, which is how a proposal becomes a decision.
Get IHP 450 Module 8 written to your instructions
Send your IHP 450 final project guidelines, rubric and three milestones with feedback. A capital budget proposal presentation with speaker notes and a projected departmental budget comes back within 24 to 48 hours; your first is free. The paper above is an original model document written by our desk, not a submitted student paper and not an official Southern New Hampshire University document.
IHP 450 Module 8 questions, answered
What does the IHP 450 final project require?
The final project is usually a capital budget proposal presented to decision makers, often as a slide presentation with speaker notes, along with a projected departmental budget for the next year. It draws on the milestones: healthcare trends, the organization's mission and finances, the selected capital item, and its impacts and justification.
How much text belongs on each slide?
Keep slides to a heading and a few short statements a listener can read at a glance, and put the explanation, figures and citations in the speaker notes. Tables, such as a projected budget, can go on their own slide when the audience needs to study the numbers.
How should a capital proposal presentation end?
End with a specific request: what you want approved, how much it costs, where the money comes from and when you need a decision. A closing slide that only summarizes leaves the committee without a clear action to take.