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chap17pp.ppt17 - *
CHAPTER 17
Financial Condition Analysis
- Purpose of financial condition analysis
- Types of analysis
- Financial statement analysis
Statement of cash flows analysis
Ratio analysis
Du Pont analysis
Other techniques
- Operating indicator analysis
- EVA analysis
- Problems that arise
Copyright © 2008 by the Foundation of the American College of Healthcare Executives
6/13/07 Version
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- One of the most important character-istics of a business is its financial condition.
- Financial condition analysis attempts to answer this question: Does the business have the financial capacity to meet its mission?
- Results often focus on financial strengths and weaknesses.
Overview
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- Several techniques are used:
- Financial statement analysis focuses on the information in a business’s financial statements with the goal of assessing financial condition.
- Operating indicator analysis focuses on operating data with the goal of explaining financial performance.
- EVA analysis focuses on assessing overall managerial performance.
- To illustrate, consider the following data for Riverside Memorial Hospital, all in thousands of dollars.
Overview (Cont.)
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Income Statement
2007 2006
Net patient service revenue $108,600 $ 97,393
Premium revenue 5,232 4,622
Other revenue 3,644 6,014
Total revenue $117,476 $108,029
Nursing services $ 58,285 $ 56,752
Dietary services 5,424 4,718
General services 13,198 11,655
Administrative services 11,427 11,585
Employee health and welfare 10,250 10,705
Provision for uncollectibles 3,328 3,469
Provision for malpractice 1,320 1,204
Depreciation 4,130 4,025
Interest expense 1,542 1,521
Total expenses $108,904 $105,634
Net income $ 8,572 $ 2,395
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Balance Sheet: Assets
2007 2006
Cash and equivalents $ 4,263 $ 5,095
Short-term investments 2,000 0
Accounts receivable 21,840 20,738
Inventories 3,177 2,982
Total current assets $ 31,280 $ 28,815
Gross plant and equipment $145,158 $140,865
Accumulated depreciation 25,160 21,030
Net plant and equipment $119,998 $119,835
Total assets $151,278 $148,650
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Balance Sheet: Liabilities and Equity
2007 2006
Accounts payable $ 4,707 $ 5,145
Accrued expenses 5,650 5,421
Notes payable 825 4,237
Current portion of LT debt 2,150 2,000
Total current liabilities $ 13,332 $ 16,803
Long-term debt $ 28,750 $ 30,900
Capital lease obligations 1,832 2,155
Total LT liabilities $ 30,582 $ 33,055
Net assets (equity) $107,364 $ 98,792
Total claims $151,278 $148,650
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2007 Statement of Cash Flows (Part 1)
Cash Flows from Operating Activities
Change in net assets (net income) $ 8,572
Adjustments:
Depreciation 4,130
Increase in accounts receivable (1,102)
Increase in inventories (195)
Decrease in accounts payable (438)
Increase in accrued expenses 229
Net cash flow from operations $11,196
Cash Flows from Investing Activities
Investment in plant and equipment ($ 4,293)
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2007 Statement of Cash Flows (Part 2)
Cash Flows from Financing Activities
Investment in short-term securities ($ 2,000)
Repayment of LT debt (2,150)
Repayment of notes payable (3,412)
Capital lease principal repayment (323)
Change in current portion of LT debt 150
Net cash flow from financing ($ 7,735)
Net increase (decrease) in cash ($ 832)
Beginning cash and equivalents $ 5,095
Ending cash and securities $ 4,263
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- Operations provided $11.2 million in net cash flow in 2007.
- Riverside invested $4.3 million in new fixed assets.
- Riverside paid off $5.6 million in debt and invested $2.0 million in marketable securities.
What is the most important line on the statement of cash flows?
Statement of Cash Flows Analysis
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- Ratio analysis is a technique used in financial condition analysis (and in other analyses).
- Financial ratio analysis combines values from the financial statements to create single numbers that:
- Have easily interpretable economic significance.
- Facilitate comparisons.
Financial Ratio Analysis
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- A single ratio value has little meaning. For example, a total margin of 7.3%.
- Therefore, two techniques are used to help interpret “the numbers.”
- Trend (time series) analysis
- Comparative (cross-sectional) analysis
- Both techniques will be illustrated in the examples to follow.
Interpreting Ratios
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- Profitability: Is the business generating sufficient profits?
- Liquidity: Can the business meet its cash obligations?
- Debt management: Is the business using the right mix of debt and equity?
- Asset management: Does the business have the right amount of assets for its volume?
Ratio Analysis Categories
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Profitability Ratios (2007)
Total margin =
Net income
Total revenue
= = 0.073 = 7.3%.
$8,572
$117,476
ROA =
= = 0.057 = 5.7%.
$8,572
$151,278
Net income
Total assets
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2007 2006 Ind.
TM 7.3% 2.2% 5.0%
ROA 5.7% 1.6% 4.8%
ROE 8.0% 2.4% 8.4%
ROE =
= = 0.080 = 8.0%.
$8,572
$107,364
Net income
Total equity
What is your interpretation?
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Liquidity Ratios (2007)
CR = = = 2.3 times.
DCOH =
= = 22.5 days.
CA
CL
$31,280
$13,332
$4,263 + $2,000
$277.93
Cash + Marketable securities
Cash expenses / 365
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2007 2006 Ind.
CR 2.3x 1.7x 2.0x
DCOH 22.5 18.9 30.6
What is your interpretation?
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Debt Management Ratios (2007)
Debt ratio =
Total debt
Total assets
= = 0.290 = 29.0%.
$43,814
$151,278
TIE ratio =
= = 6.6 times.
$10,114
$1,542
EBIT
Interest expense
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2007 2006 Ind.
DR 29.0% 33.5% 43.3%
TIE 6.6x 2.6x 4.0x
What is your interpretation?
Note that the debt ratio is a
capitalization ratio, while the TIE ratio
is a coverage ratio. There are many
variations of these ratios.
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Asset Management Ratios (2007)
FA turnover =
Total revenue
Net fixed assets
= = 0.98 times.
$117,476
$119,998
TA turnover =
Total revenue
Total assets
= = 0.78 times.
$117,476
$151,278
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2004 2003 Ind.
FATO 0.98 0.90 2.2
TATO 0.78 0.73 0.97
ACP 73.4 77.7 64.0
ACP =
= = 73.4 days.
$21,840
$108,600 / 365
Net patient accounts rec.
Net patient service rev. / 365
What is your interpretation?
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- Du Pont analysis summarizes and highlights a business’s financial condition.
- It is based on the fact that ROE can be expressed as the product of three ratios:
- Total margin (expense control)
- Total asset turnover (asset utilization)
- Equity multiplier (debt utilization)
Du Pont Analysis
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x x = ROE.
Total
margin
TA
turnover
Equity
multiplier
NI
Rev
Rev
TA
TA
TE
2006: 2.22% x 0.73 x 1.50 = 2.43%.
2007: 7.30% x 0.78 x 1.41 = 7.98%.
Ind: 5.00% x 0.97 x 1.73 = 8.39%.
x x = ROE
What does it all mean?
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- In addition to ratio and Du Pont analyses, there are two other techniques commonly used in financial statement analysis.
- In common size analysis, all income statement items and balance sheet accounts are expressed as percentages of revenue or total assets, which facilitates comparisons when there are scale differences.
- In percentage change analysis, year-to-year changes in income statement items and balance sheet accounts are expressed as percentage changes, which helps identify items that are “out of control.”
Other Analytical Techniques
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- Operating indicator analysis involves the use of operating data (as opposed to financial statement data) to try to explain a business’s financial condition.
- If managers understand the underlying operating conditions, they can better deal with financial problem areas.
- Here we will present only two examples.
Operating Indicator Analysis
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Net Price Per Discharge (2007)
NPPD =
Net inpatient revenue
Total discharges
= = $5,128.
$93,740,000
18,281
Industry average = $5,510.
How is this value interpreted?
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Occupancy Percentage (Rate) (2007)
OR =
Inpatient days
Number of staffed beds x 365
= = 0.579 = 57.9%.
95,061
450 x 365
Industry average = 44.9%.
How is this value interpreted?
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Limitations of Financial
Performance Analysis
- Comparison with industry averages is difficult if the business operates many different divisions.
- “Average” performance is not necessarily good performance.
- Seasonal factors can distort ratios.
- Inflation effects can distort financial statement data.
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- Different operating and accounting practices can distort comparisons.
- Sometimes, it is hard to tell if any given ratio is “good” or “bad.”
- It is often difficult to tell whether a business is, on balance, in a strong or weak financial position:
- Multiple discriminant analysis
- Financial flexibility index
Limitations (Cont.)
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- Economic value added (EVA) focuses on the ability of the business to cover all costs, including economic (return on capital) costs.
- It is often used to measure managerial performance, even in not-for-profit businesses.
Should not-for-profit managers be required to generate economic returns?
Economic Value Added (EVA)
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EVA (Cont.)
EVA = -
= NOPAT - Dollar capital costs
= (EBIT x [1 - T]) - (Total assets x CCC).
NOPAT = net operating profit after taxes.
CCC = corporate cost of capital.
Dollar earnings
to investors
Dollar cost of
capital employed
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- EVA takes into account the total dollar cost of capital, which includes the cost of equity.
- EVA is not a cash flow measure. It attempts to measure the true economic benefits and costs of an entire business, division, or project.
- In practice, relatively complex adjust-ments must be applied to accounting data to obtain EVA.
EVA (Cont.)
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NOPAT = ($8,572 + $1,542) x (1 - 0.0)
= $10,114.
Dollar capital costs = $151,278 x 0.10
= $15,128.
EVA = $10,114 - $15,128 = -$5,014.
EVA Example ($000s)
Here is Riverside’s 2007 EVA:
- How is this value interpreted?
- Does ROE give similar information?
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Benchmarking
The process of comparing a business’s performance data to selected standards is called benchmarking. Here are Riverside’s total margin benchmarks:
National/GFB 9.8% National/GFB 9.6%
Ind. top quartile 8.4 Ind. top quartile 8.0
St. Anthony's 8.0 St. Anthony’s 7.9
Riverside 7.3 Pennant Healthcare 5.0
Industry median 5.0 Industry median 4.7
Pennant Healthcare 4.8 Riverside 2.2
Ind. lower quartile 1.8 Ind. lower quartile 2.1
Woodbridge Memorial 0.5 Woodbridge Memorial (1.3)
2004 2003
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- Ratio analysis results are often presented in a dashboard format that focuses on Key Performance Indicators (KPIs).
- The idea here is to keep the data clutter to the minimum necessary to adequately monitor the financial and operating condition of the business.
Key Performance Indicators
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What are some areas of financial and operating performance that should be routinely monitored? In other words, if you were creating a “dashboard” to track Riverside’s performance, what areas would be covered by the Key Performance Indicators (KPIs)?
Discussion Item
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- This concludes our discussion of Chapter 17 (Financial Condition Analysis).
- Although not all concepts were discussed in class, you are responsible for all of the material in the text.
Do you have any questions?
Conclusion
