The intention of this research paper is to further understand the financial statement of four distinct hospitals located in the San Diego, California County. An analysis of the financial report for Sharp HealthCare, Scripps Health, Tri-City HealthCare, and Palomar Health will be briefly discussed individually on each important financial outcome’s Such as: assets, liabilities, revenue, expenses, hospital debt, and investments. To analyze further, a break down between the hospitals assets, liabilities, and revenue will be compared in the paper.
The Total Current Assets for Competition Bikes is 36.8% in year 8 up from 31.5%, showing that the company has enough funds to settle current debt. Specifically Works in Process Inventory and Raw Materials Inventory remains unchanged from year 7 to 8, this shows that even with a decrease in sales the company is slow moving and has not adjusted inventory to sales. The company has accrued more debt from year 7 to year 8 seeing an increase of Total Current Liabilities moving from 5.4% to 7.0%.
Commutronics had not accumulated enough profits and had no sufficient capital reserves. The company’s registered capital was therefore very low. The withholding tax rate of
Palomar Health is one of the largest health care districts located in California around San Diego Counties. Palomar Health operates three hospitals, in addition to home health care, surgery, skilled nursing, ambulatory care, behavioral health services, wound care, and community health education programs. This paper will analyze Palomar Health’s financial statement from fiscal years following 2012 to 2015. An in dept analysis of the Consolidated Statement of revenue, expenses, and changes in net position will be examined to better understand the organizations standings of their financial outcomes for those following years (McIntosh L. 2015).
The next concern is the Year 8 Ending Accounts Receivable in the amount of $609,960 which is the total amount received from Year 8 Sales projections. Once again the Sales projected and the Accounts Receivable shows a wide margin of difference. The Total Budgeted Revenues was $5,247,450 and the Accounts Receivable was $629,694. This equates to only 12% of the Actual Sales being collected. The Accounts Receivables will need a serious evaluation as to why the collections are this low. It is important for this business to increase the Aging Accounts owed to the organization in order to increase the accounts receivable. Penalties may need to be sent to the vendors for late payments and the finance staff will need to be held accountable for poor internal control practices. Accurate Net Sales Projections will need to be adjusted for this change in the overall market decline.
Since 1975, Patton Fuller Community Hospital (PFCH) has been serving the people of the Kelsey and the surrounding communities. PFCH is a for-profit organization and is owned by physician active within the facility. Owned by the physicians active at the hospital, the organization is governed by a 14 member board of directors, which consist of 12 physician-owners, with the Chief Executive Officer (CEO) and the Chief Financial Officer (CFO) as non-voting members. The facility is dedicated to providing cutting-edge medical services. PFCH
The productive assets of property, plant, and equipment changed dramatically in 1996 they were 5,581 to 2010 an increase to 21,706. In total current assets there was a increase in 1996 from 5,910 to in 2010 21,579. Another significant change is in long term debt in 1996 of 1,116 to in 2010 an increase to 14,041. Also an important figure to note is in the retained earning in 1996 they were 94% (15,127) to 2010 68%
Though they are not entirely comprehensive tools, a great deal can be learned about a hospital or other healthcare organization for-profit or not-for-profit from an examination of their annual financial documents (Finkler & Ward, 2006). The balance sheet and statement of revenue and expense can both yield valuable clues even in the absence of other evidence about changes that might be occurring in the organization, a definition of the type and degree of certain problems that it might be facing, and potential opportunities for improvement in performance that might exist (Finkler & Ward, 2006). Comparing two or more years' worth of financial information yields even more valuable insights, tracking movement in the hospital or other organization's ability to finance its activities and thus continue providing services at the same level, quantity, and scope as current operation.
A stock market is an auction where investors buy and sell shares of publically traded corporations. We were given $100,000.00 to begin our stock portfolio. We had three weeks to buy and sells stocks. At the end of the three weeks, we were required to liquidate all of our investments to determine our gains or losses.
In the balance sheet, all current assets and current liabilities vary with revenues. We are supplied with the payment period for vendors, supplies and taxes; this has not been used since all current liabilities have been taken to vary with revenues. There is an increase of $10 million for operating property in year 2007 and beyond that there is no increase in operating property.
In order to forecast net profit and gross margin, the most relevant data from the historical financial data provided was used. Data from the average of Jan/Feb 2010 were used which includes: the number of visits 1,350, net revenue $54,888, salaries and wages $13,542, physician fees $18,000, malpractice insurance $3,215, travel and education $602, general insurance $843, subscriptions 0, electricity $1,077, water $139, equipment rental $105, building lease $12,500, and other operating expenses totaled $8,038. The total operating
Measures of revenue, expenditure, and capital available are often tracked and reported for a specific period, typically one year. This information is published in various financial statements which then present the picture of the hospital’s financial position during a given period. It is, therefore, necessary that all members of the board of directors be informed on
o October 3rd - 4th : European leaders issue a response to the American changes in policy by announcing that they will be reviewing and adjusting their own policies in the interest of keeping European banks competitive. Since they have very little time before Q3 reports, they make it clear that their intention is to change quickly. Although they do not at this point specifically state the need for IASB changes, they do announce their intention to align with the US to stay competitive, and therefore an IASB change is all but guaranteed.
Based on NPV: I recommend declining this project of low demand with the NPV as a negative and according to the recommended criteria. My concern with scenario one is the NPV (net present value) after five year has a negative amount of - $39,281. With the slow growth of 1% in year 10 and year 11 and then increased by only 2% growth the last two years, has proven that these sales are not aggressive enough to help
Assets are your firm’s total assets, not just what the company owns. Return on assets is calculated by dividing net operating income after tax (but before other income or expenses like interest expense) by total assets.