1 / 53

Management Reports - What the Team Should be Monitoring

Management Reports - What the Team Should be Monitoring. CVC West 2010 Tom A. McFerson, CPA, ABV. Managing the Practice. Where to start? What to look at? Limited time Limited resources. Managing the Practice.

prudence
Download Presentation

Management Reports - What the Team Should be Monitoring

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Management Reports - What the Team Should be Monitoring CVC West 2010 Tom A. McFerson, CPA, ABV www.gattomcferson.com

  2. Managing the Practice • Where to start? • What to look at? • Limited time • Limited resources www.gattomcferson.com

  3. Managing the Practice Technicians, managers and owners can be bombarded with financial information. Given the limited amount of time they can devote to management, determining which information to focus on can be an important task. www.gattomcferson.com

  4. Financial Information Goals • Have good handle on practice finances and issues • Be efficient with time • Work-life balance • Find management information “sweet spot” • Not too little • Not too much www.gattomcferson.com

  5. Financial Information Goals • System of financial reports in place • Timely • Reliable • Automated as possible • Paints the “picture” • Use to make decisions • Be sure to follow up www.gattomcferson.com

  6. Important to Remember… • Frequency of information • Daily • Weekly • Monthly • Quarterly • Annually • Set up reports to be as automated/easy to prepare as possible. www.gattomcferson.com

  7. Important to Remember… • Determine who prepares these reports. • Technician • Manager • Bookkeeper • Accountant • Determine what are you looking for when you review these reports. • What action should you take based on the information you’ve reviewed? www.gattomcferson.com

  8. Management reports are only as good as the information they are created from. Always ensure that your source documents are accurate and timely. www.gattomcferson.com

  9. Source Documents/Data • Daily Totals • Accurate bank balance • Payroll registers • Doctor production reports • Monthly Production Reports by Service Area • Bills/Vendor Invoices/Disbursements/Checks Written www.gattomcferson.com

  10. Source Documents/Data • Quickbooks • Financial Statements • Tax Returns • Overtime/Vacation Information • Budget • Competition www.gattomcferson.com

  11. Daily • Daily Deposit • From practice management software • Breakdown of deposit: cash/check/CC • Breakdown of service • Breakdown by doctor • Practice Schedule for following day • Practice Schedule for day just ended • Cancellations • Walk ins www.gattomcferson.com

  12. Daily • Flash Report • Summarize activity by day: • Daily Revenue • Daily Deposit • Daily A/R Balance • Daily Checking Account Balance • Client Visits • New Clients www.gattomcferson.com

  13. Daily • Helps you monitor day to day activity • Keep an eye on spikes • Monitor checking account • Issues with schedule www.gattomcferson.com

  14. Weekly • Flash Reports • Summarizes activity by week • Weekly Revenue • Weekly Deposit • Weekly A/R Balance • Weekly Checking Account Balance • Client Visits • New Clients • Cash Flow • Compared to prior year www.gattomcferson.com

  15. Weekly • Helps you monitor weekly activity • Keep an eye on spikes – trends begin to develop www.gattomcferson.com

  16. Monthly • Financial Statements • Profit and loss • Balance Sheet • Statement of Cash Flows • All important…all give you results www.gattomcferson.com

  17. Importance of Understanding Clinic Financial Matters • Financial statements are the only reports a practice has that summarize the results of all the decisions made when operating the practice • Financial acumen is key to increased personal earnings

  18. Liabilities Equity Income Statement(P&L) Balance Sheet Financial Statements • ASSETS • Tangibles • Cash • Inventory • Equipment • Revenues • Services • Other revenue • Expenses • Direct costs • drugs/supplies • lab costs • Indirect costs • payroll • rent • utilities • insurance • other • Earnings • $ from lenders + • Personal $ Intangibles Goodwill • Earnings $ = $

  19. Basic Financial Statements • Balance sheet • Income statement • Statement of cash flows

  20. Balance Sheet • Accounting statement summarizing the financial position of an entity at a point in time • Assets = Liabilities + Equity

  21. Income Statement • Accounting statement reflecting the financial performance of an entity between two points in time • The statement of many names • Profit and loss statement (P&L) • Statement of operations • Statement of revenues and expenses • Represents the equation Revenue – Expenses = Net Income

  22. Financial Statements and the Passage of Time Balance sheet Dec. 31, 2009 Balance sheet Dec. 31, 2010 Income stmt 2010 Stmt of cash flows 2010

  23. Uses of Financial Statements • Basis for tax returns • Provide information • Results of operations • Assets (resources) • Liabilities (claims against resources)

  24. Uses of Financial Statements • Identify weaknesses • Business • Internal control • Plan for the future

  25. Monthly • Profit and loss for month and year-to-date • Organized according to AAHA Chart of Accounts • With percentages (occupancy costs were 9% of gross revenues) • Comparable to industry • Gives you financial results for the month, and also year to date www.gattomcferson.com

  26. Monthly • Profit and loss comparable to prior year • Show differences in $ and % • Should make you ask why? • Profit and loss comparable to budget • Show difference in $ and % • Should make you ask why? www.gattomcferson.com

  27. Monthly • Balance Sheet • Comparable to prior year • Show differences in $ and % • Accurate Current assets • Cash • Inventory • A/R • Accurate Current liabilities • Accounts payable • Accrued Expenses www.gattomcferson.com

  28. Cash vs. Accrual Accounting

  29. Cash Accounting • Process of reporting revenues and expenses in the financial statements of the period when the cash is received or paid • Do not have a “matching” between when revenue generating activity occurs and when revenue recognized • Comparative financial statements less reliable

  30. Accrual Accounting • Process of recording revenues and expenses in the financial statements of the period in which the transaction occurs vs. when cash is received or paid • Revenue recognized when earned • Expenses recognized when incurred • Comparative financial statements more reliable

  31. Modified Cash Accounting • Primarily cash based • Some transactions handled on an accrual basis—inventory capitalization, fixed asset capitalization and depreciation • Accrual items usually determined by IRS requirements

  32. Monthly • Statement of Cash Flows • P&L says I made money. Where is it? • Tracks where your cash went for the month • Bought fixed assets • Paid down debt • Owner distributions www.gattomcferson.com

  33. Monthly • Accounts Receivable Aging • Depends on whether your practice has much in way of A/R • Should show • Current (under 30 days) • 31-60 days • 61-90 days • 91-120 days • Over 120 days…(deadbeats) • Ask yourself, what to do about certain clients? www.gattomcferson.com

  34. Accounts Receivable • Extra profit you generate from offering this service must exceed costs to administrate and bad debt write-offs • Chance of collection if receivable is one month old—93.8%, chance of collection if 12 months old—26.6%--don’t wait too long! : Commercial Collection Agency Section of the Commercial Law League of America

  35. Monthly • Accounts Payable Aging • Are you current with bills? • What bills are coming due (property taxes, delayed drug bills) • Should show • Current (under 30 days) • 31-60 days • 61-90 days • 91-120 days • Over 120 days…(you’re the deadbeat) • What to do about lagging payables/cash flow problems www.gattomcferson.com

  36. Monthly • Doctor Production Summary • Total production for each doctor for the month • Should also include benefit versus cost analysis • If on straight production pay, easy…. • If not, need to calculate what they would have made if on production versus what they were paid • Average per client • Number of clients seen • Number of days worked www.gattomcferson.com

  37. Total Doctor Revenue • Includes revenue for all medical and surgical services • Does not include revenue for ancillary services—boarding, grooming, OTC product sales • Usually 85-90% of total practice revenue

  38. What Can Cause Changes? • Fee increases • Change in transactions (# clients or # of visits per client) • Change in ATC • Change in support staff (#, competency) • Equipment additions

  39. What Can Cause Changes? • Demographics • Range and mix of services • Changes in economy • Not recommending all appropriate diagnostics and treatments • Not charging for everything done • Discounts • Efficiency

  40. Quarterly • Income Tax Analysis • Estimated taxes for year are usually based on prior year income • Compare expected quarterly profit to actual • Determine whether estimated taxes or withholding need to be adjusted • Important if income is up or down significantly www.gattomcferson.com

  41. Quarterly • Inventory Count • Update your quarterly inventory counts • Look for fluctuations/surprises • Reason? • Big drug order? Something not accounted for? • Adjust ordering for next quarter accordingly www.gattomcferson.com

  42. Quarterly • Staff Overtime Analysis • Summarizes number of overtime hours paid to each employee • If excessive, why? • Short-staffed? • Someone out sick? • Busy month? • Who approved these hours? • Is it becoming a pattern? • Cost? • Need another employee? www.gattomcferson.com

  43. Quarterly • Vacation/Sick Pay • Summarizes by employee what each is currently owed in vacation/sick/personal days • Helps you plan ahead • Depending on policy, plan for upcoming vacations or extra compensation • Someone not taking vacation? Why? • Someone “overdrawn”? Why? www.gattomcferson.com

  44. Quarterly • Analysis of Competition • Hours they’re open • Doctor schedules • Exam fees • Prices on other shopped items • Specials or discounts running www.gattomcferson.com

  45. Quarterly • Analysis of Vendors • When possible, compare prices of certain drugs/medications • Quantity ordered per month • Possible savings www.gattomcferson.com

  46. Annual • Annual Financial Statements • Profit and loss – comparable to prior year • Profit and loss - comparable to budget • Profit and loss – comparable to industry • Balance Sheet • Statement of Cash Flows www.gattomcferson.com

  47. Annual • Annual Financial Statements • How did you do? • Improvement? • Changes implemented? • Important to have good historical data for next year’s budget. www.gattomcferson.com

  48. Annual • Next Year’s Budget • Where do you want practice to go? • Month by month • Helps plan for cash flow • Use historical data • Goal setting • Motivating www.gattomcferson.com

  49. Annual • Tax Return • Ultimate management report • Everything according to plan? • What about next year? www.gattomcferson.com

  50. Annual • True Profitability Analysis • Income statement often includes: • Extra compensation • Excess rent • Owner perks • Other unusual or one-time only expenses • What was your true profit, after you adjust for all of these? • Tax versus value often butt heads • Target: 15-20% • Used for valuation www.gattomcferson.com

More Related