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proforma and cost allocation

Part 1:

An ambulatory clinic, structured as a physicians’ partnership, has 7 responsibility centers: Administration, Administrational Support, Facilities Management, Environmental Support, Imaging, Clinical Services, and Surgical/Invasive Services. Last year’s balance sheet and income statement are shown below. Being structured as a for-profit partnership, there are some minor differences in the financial statements from the corporate formats used in class. For example, the equity section of the balance sheet is comprised primarily of 2 accounts: the capital and current accounts. Typically, each partner has their contributed capital listed in the capital account and their share of the company’s accumulated profits (retained earnings) listed in their current accounts.

AMBULATORY CLINIC PARTNERSHIP

BALANCE SHEET, December 31, 2013

ASSETS

Cash and equivalents $ 200,000

Net accounts receivables 420,000

Supplies 150,000

Pre-paid expenses 180,000

Other 150,000

Total Current Assets $ 1,100,000

PP&E $ 2,550,000

Accumulated depreciation 550,000

Net Fixed Assets $ 2,000,000

Goodwill 400,000

Other Intangibles 100,000

TOTAL ASSETS $ 2,500,000

LIABILITIES

Accounts payable $ 180,000

Salaries payable 160,000

Taxes payable 30,000

Current portion of L-T debt 100,000

Notes payable 60,000

Unearned revenues 60,000

Total Current Liabilities $ 590,000

Debentures, less current portion 500,000

Mortgages, less current portion 600,000

Total Long-term Liabilities $ 1,100,000

EQUITY

Capital account (total) 410,000

Current account (total) 400,000

Total Equity $ 810,000

TOTAL LIABILITIES & EQUITY $ 2,500,000

AMBULATORY CLINIC PARTNERSHIP

INCOME STATEMENT, Year Ended December 31, 2013

Gross Patient Revenue $4,500,000

Deductions & Bad debt 850,000

Net Patient Revenue $3,650,000

Interest Revenue 150,000

Total Net Revenues $3,800,000

Operating Expenses

Salaries/wages expense $2,050,000

Lease expense 500,000

Supplies expense 400,000

Utilities expense 300,000

Miscellaneous 150,000

Total Operating Expenses $3,400,000

Earnings before interest,

depreciation, & amortization 400,000

Depreciation expense 153,000

Earnings before interest 247,000

Interest expense 50,000

Net Income $ 197,000

The clinic is trying to plan for next year’s operations. They are assuming that their sales activity will increase by 20%. They are interested in determining what, if any, will be their future additional funds needs. Currently, the fixed assets are operating at 90% capacity, meaning they have excess capacity in fixed assets. When using the percentage of sales method for forecasting funding needs, make sure you only take into consideration that accounts that would be expected to increase with sales. Some accounts will not be increasing just because sales are expected to increase. Those accounts affected by sales changes tend to be related to daily operations.

Exceptions to the spontaneous assets and liabilities criteria are the relevant funding accounts, specifically: short-term debt, long-term debt, and equity accounts. The following are specific conditions of these accounts for this practice:

1) Current portion of long-term debt is not considered short-term debt. It represents the portion of long-term debt due this year. Any changes you make to funding accounts will not affect this account, even if you were to change long-term debt accounts.

2) Notes Payable is a type of short-term debt that can be used to allocate funding needs. Interest rates on short-term debt will run at 5% per year.

3) Debentures, less current portion, represent a type of long-term debt that is sometimes referred to as line of credit. It is essentially just a bank loan. The amount listed is the amount remaining to be paid after this period.

Mortgages, less current portion, are similar to Debentures except they are obligations tied to specific assets. Both accounts can be increased or decreased and will not affect the total current portion of long-term debt until the following year.

Interest rates on all long-term debt will run at 4.27% per year.

4) In partnership organizations, Capital Accounts represent the total of each individual partner’s investment in the firm. It is similar to common stock plus paid-in capital for a corporation. Typically, each partner’s capital account is designated but here it is totaled for you.

The Current Accounts is similar to the retained earnings of a corporation, but it keeps track of the amount of profit due to each partner and their total investment.

When performing you pro forma statements, keep in mind the following requirements of the firm:

1) The partners wish to maintain a current ratio of at least 2.1026

2) The long-term debt ratio should not exceed .45

3) An ROE of at least .24 is desired

4) Next year, the partners will be withdrawing $145,000 in distributions (similar to dividends)

Part2:

As noted earlier, the clinic has 7 responsibility centers. The Administration department includes the offices of top management, the functions of HR, and accounts for the debt interest paid by the organization. The Administration Support department covers the billing and coding functions as well as patient scheduling. The Facilities Management department handles the facility’s maintenance needs and accounts for the organization’s depreciation. The Environmental Support group handles all housekeeping duties and any HAZMAT control needed. The Imaging department is responsible for performing all diagnostic testing for both in-house and external patients of the clinic. The Clinical Services department accounts for all the clinical staff the care for the clinic’s patients, including nursing, techs, and transportation. The Surgical/Invasive Services department essentially covers the surgeons and other employees and functions of surgical services.

The clinic has determined that measuring relative value units (RVUs) for patient care is a good metric for accounting for effort and cost of services. The direct cost with certain possible allocation bases are given below:

Direct

DEPARTMENT Cost FTEs Square Feet RVU%

Imaging $232,600 12 3,000 14

Clinical Services $259,100 16 4,000 16

Surgical Services $1,178,000 10 2,000 70

Administration $475,000 06 1,000 —

Admin. Support $425,000 10 1,500 —

Facilities Mgmt. $579,000 05 500 —

Environ. Support $435,000 11 500 —

Administration costs are thought to be driven by the number of employees in each department. Administration Support costs are thought to be driven by the percentage of RVUs exhibited in each department. Facilities Management is affected by a department’s total physical area. Finally, Environmental Support’s costs are affect by a combination measure of a department’s number of employees times the square footage and then multiplied by 1 plus the RVU%.

The clinic would like to see the full costs for each revenue center for the end of the year. Please consider the affects of the Direct, Step-Down, and Double Distribution methods.

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