5 – *

CHAPTER 5
Managerial Accounting Basics, Cost Behavior, and Profit Analysis

• Introduction to managerial accounting
• Cost classifications
• Profit analysis
• Fee-for-service
• Capitation
• Impact of cost structure on risk

Copyright © 2008 by the Foundation of the American College of Healthcare Executives

6/7/07 Version

5 – *

Managerial Accounting

• Financial accounting:
• Uses organizational (aggregate) data
• Designed for use by external parties
• Primarily historical
• Must adhere to external standards (GAAP)
• Managerial accounting:
• Uses organizational and subunit data.
• Designed for use by managers.
• Primarily forward looking.
• Does not adhere to external standards.

5 – *

Cost Classifications

• Cost measurement is a critical part of managerial accounting.
• In fact, there is an entire field of accounting called cost accounting.
• Unfortunately, there is no single definition of the term cost. Different costs are used for different purposes.
• Costs are classified in two major ways. In this chapter, we focus on the relationship of costs to volume.

5 – *

Is there a difference between a cost and an expense?

Discussion Item

5 – *

Cost Classifications (Cont.)

• The relationship between costs and the volume of services provided is called cost behavior or underlying cost structure.
• If the underlying cost structure is known, managers can forecast costs at different levels of patient volume.
• In this context, costs may be:
• Fixed, which are independent of volume
• Variable, which depend on volume
• Semi-fixed, which partially depend on volume

5 – *

Cost Classifications (Cont.)

• In the long run, all costs are variable, and hence these cost classifications hold only in the short run, say, for one year.
• Also, no costs are fixed throughout an infinite range of volumes. Thus, the concept of cost classifications according to volume must be applied within some relevant range of patient volume.

5 – *

What are some examples of fixed and variable costs, say, for a hospital’s clinical laboratory?

Discussion Item

5 – *

Cost Structure Example: Walk-In Clinic

Variable Costs Per Visit Fixed Costs Per Year

Clinical supplies $20Facilities $ 30,000

Other supplies 5Salaries 190,000

Variable cost rate $25Overhead 80,000

$300,000

Total

Fixed Variable Total Average

Volume Costs Costs Costs Cost

1 $300,000 $ 25 $300,025 $300,025

100 300,000 2,500 302,500 3,025

200 300,000 5,000 305,000 1,525

1,000 300,000 25,000 325,000 325

5,000 300,000 125,000 425,000 85

10,000 300,000 250,000 550,000 55

25,000 300,000 625,000 925,000 37

Note: The relevant range is this example is unrealistic.

5 – *

Cost Structure Example (Cont.)

• Consider a volume of 5,000:
• Fixed costs = $300,000.
• Variable cost rate = $25.
• Total variable costs = $125,000.
• Total costs = $425,000.
• Average cost per visit = $85.
• Now consider a volume of 10,000:
• Fixed costs = $300,000.
• Variable cost rate = $25.
• Total variable costs = $250,000.
• Total costs = $550,000.
• Average cost per visit = $55.

5 – *

Graphical Cost Structure

Costs

($)

Volume

(Number of Visits)

Total Costs

Fixed Costs

Total Variable Costs

What is the slope of the total variable costs line?

What is the relationship between total costs and total variable costs?

5 – *

Profit (CVP) Analysis

• Profit analysis, also called cost-volume-profit (CVP) analysis, is a technique used to assess the effects of alternative volume assumptions on costs and profits.

Why is such information valuable to health services managers?

5 – *

Profit Analysis Example

Atlanta Clinic has forecasted the following cost data on the basis of 75,000 expected visits:

Fixed costs

Total variable costs 2,113,500

Total costs

$7,080,962

$4,967,462

5 – *

Profit Analysis Example (Cont.)

What is the variable cost rate?

Variable cost rate

Total variable costs

Volume

$2,113,500

75,000

=

=

=

$28.18 per visit.

5 – *

Profit Analysis Example (Cont.)

What is Atlanta’s cost behavior model?

Total costs = Fixed costs + Total variable costs

= $4,967,462 + ($28.18 x Volume).

For example, at 70,000 visits:

Total costs

= $4,967,462 + ($28.18 x 70,000)

= $4,967,462 + $1,972,600

= $6,940,062.

5 – *

Profit Analysis Example (Cont.)

Cost/Volume Summary:

Volume = 70,000

TC = $4,967,462 + $1,972,600 = $6,940,062.

Volume = 75,000 (Base Case)

TC = $4,967,462 + $2,113,500 = $7,080,962.

Volume = 80,000

TC = $4,967,462 + $2,254,400 = $7,221,862.

5 – *

Profit Analysis Example (Cont.)

What do Atlanta’s managers learn from the data on the previous slide?

Now, suppose that the average revenue per visit is expected to be $100. What does the clinic’s cost and revenue structure look like graphically?

5 – *

Graphical Profit Analysis

Revenues and Costs

($)

Volume

(Number of Visits)

Total Costs

Fixed Costs

Total Revenues

Where are profits and losses?

Where is the breakeven volume?

Where is 75,000 visits?

5 – *

Forecasted (Projected) Profit and Loss
(P&L) Statement

• The projected P&L statement uses cost structure information along with the revenue forecast and projected volume to forecast profitability.
• Although it looks like an income statement, it does not have to follow GAAP.
• Because it is a forecast, it can be influenced by managerial actions.

5 – *

Base Case P&L Statement

Total revenues ($100 x 75,000)$7,500,000

Total VC ($28.18 x 75,000) 2,113,500

Total CM ($71.82 x 75,000)$5,386,500

Fixed costs 4,967,462

Profit$ 419,038

VC= Variable costs.

CM= Contribution margin.

5 – *

Base Case P&L Statement (Cont.)

• Note that base case total costs equal fixed costs plus total variable costs or $4,967,462 + $2,113,500 = $7,080,962.
• Thus, Atlanta’s average per visit cost is $7,080,962 / 75,000 = $94.41.

What happens to the average cost per visit as volume increases?

Why?

5 – *

Contribution Margin

• The contribution margin is defined as the difference between per visit (unit) revenue and the variable cost rate.
• It is the amount of each visit’s revenue that is available to:
• First cover fixed costs.
• Flow to profit when fixed costs are covered.
• In this illustration, the contribution margin is $100 – $28.18 = $71.82.

What is the total contribution margin?

5 – *

Breakeven Analysis

• Breakeven analysis is performed in many different finance contexts.
• Here, it is used to determine the breakeven volume, defined as that volume needed for an organization (or service or program) to be financially self-sufficient.
• There are two types of breakeven:
• Accounting breakeven (zero profit)
• Economic breakeven (with profit)

5 – *

Breakeven Analysis (Cont.)

What is the accounting breakeven for Atlanta Clinic? There are two approaches to answer this question:

• Projected P&L approach
• Graphical approach

Total revenues – Total VC – FC = Profit

($100 x V) – ($28.18 x V) – $4,967,462 = $0

$71.82 x V= $4,967,462

V = $4,967,462 / $71.82= 69,165 visits.

P&L Approach

5 – *

Breakeven Analysis (Cont.)

Note that the P&L approach can be recast in a contribution margin format.

CM x V= Fixed costs

$71.82 x V= $4,967,462

V = $4,967,462 / $71.82= 69,165 visits.

P&L Approach (Contribution Margin Format)

5 – *

Graphical Breakeven Analysis

Revenues and Costs

($)

Volume

(Number of Visits)

Total Costs

Fixed Costs

Total Revenues

69,165

5 – *

Breakeven Analysis (Cont.)

What is the economic breakeven if the desired profit level is $100,000?

CM x V= Fixed costs + Profit

$71.82 x V= $5,067,462

V = $5,067,462 / $71.82= 70,558 visits.

Note that the accounting breakeven is 69,165 visits.

The additional number of visits needed is 1,393.

1,393 x CM = 1,393 x $71.82 = $100,000.

5 – *

Operating Leverage

• Operating leverage is the use of fixed costs: the higher the proportion of fixed costs in the cost structure, the greater the operating leverage.
• Operating leverage is measured by the degree of operating leverage (DOL), which is defined as:

DOL = Total CM / EBIT, where

EBIT = Earnings before interest and taxes.

5 – *

Operating Leverage (Cont.)

• The DOL changes as volume changes, so a single value is valid for only one volume.
• What is the DOL at 75,000 visits?

DOL = Total CM / EBIT

= $5,386,500 / $419,038

= 12.85.

What does the DOL tell Atlanta’s managers?

5 – *

Operating Leverage (Cont.)

Using DOL:

Visits

67,500

75,000

82,500

Profit

-$119,612

$419,038

$957,688

-10%

+10%

-128.5%

+128.5%

What does a high DOL mean?

5 – *

Profit Analysis Under Discounted FFS

• Suppose Atlanta Clinic is confronted with a situation in which a payer contributing 5,000 visits wants a 40 percent discount.
• Atlanta’s managers might want to drop the contract because a $60 per visit payment is less than the $94.41 average per visit cost.
• But further analysis is required.

5 – *

P&L Statement with 70,000 Visits

Total revenues ($100 x 70,000)$7,000,000

Total VC ($28.18 x 70,000) 1,973,600

Total CM ($71.82 x 70,000)$5,027,400

Fixed costs 4,967,462

Profit $ 39,938

5 – *

P&L Statement with Discount Visits

Undiscounted revenue ($100 x 70,000)$7,000,000

Discounted revenue ($60 x 5,000) 300,000

Total revenues ($97.33 x 75,000)$7,300,000

Total VC ($28.18 x 75,000) 2,113,500

Total CM ($69.15 x 75,000)$5,186,500

Fixed costs 4,967,462

Profit$ 219,038

5 – *

Graphical Profit Analysis

Revenues and Costs

($)

Volume

(Number of Visits)

Total Costs

Fixed Costs

Old Total Revenues

New Total Revenues

69,165

71,836

5 – *

Marginal (Incremental) Analysis

• Suppose Atlanta Clinic is approached by a new insurer.
• This payer is expected to contribute 5,000 additional visits.
• However, it wants a 40 percent discount, resulting in a revenue of $60 per visit.
• At a volume of 80,000, the clinic’s average cost per visit is $7,221,862 / 80,000 = $90.27, so again Atlanta’s managers might be tempted to say “no.”

5 – *

Base Case P&L Statement

Total revenues ($100 x 75,000)$7,500,000

Total VC ($28.18 x 75,000) 2,113,500

Total CM ($71.82 x 75,000)$5,386,500

Fixed costs 4,967,462

Profit$ 419,038

VC= Variable costs.

CM= Contribution margin.

5 – *

P&L Statement With Added Volume

Undiscounted revenue ($100 x 75,000)$7,500,000

Discounted revenue ($60 x 5,000) 300,000

Total revenues ($97.50 x 80,000)$7,800,000

Total VC ($28.18 x 80,000) 2,254,400

Total CM ($69.32 x 80,000)$5,545,600

Fixed costs 4,967,462

Profit$ 578,138

5 – *

Graphical Profit Analysis

Revenues and Costs

($)

Volume

(Number of Visits)

Total Costs

Fixed Costs

Old Total Revenues

New Total Revenues

69,165

84,928

5 – *

Marginal (Incremental) Analysis (Cont.)

• The marginal cost of each visit is the variable cost rate of $28.18 per visit.
• The marginal revenue on the new contract is $60 per visit, so the contribution margin is $60 – $28.18 = $31.82.
• Thus, 5,000 incremental visits would add 5,000 x $31.82 = $159,100 to the bottom line: $419,038 + $159,100 = $578,138.

5 – *

At this point, the numerical analysis indicates that the offer should be accepted. Considering all the factors relevant to the decision, what should Atlanta Clinic’s managers do?

Discussion Item

5 – *

Profit Analysis Under Capitation

• Capitation changes the way in which profit analysis is conducted
• Perhaps the best way to see the effects of capitation is by graphical analysis.
• We will examine two approaches to graphical analysis:
• In terms of utilization (number of visits).
• In terms of membership (covered lives).

5 – *

Analysis Based on Visits

Revenues and Costs

($)

Volume

(Number of Visits)

Total Costs

Fixed Costs

Total Revenues

5 – *

Analysis Based on Visits (Cont.)

• On this graph, the profit and loss areas are reversed from the fee-for-service graph.
• This “perverse” result occurs because the contribution margin on a per visit basis is negative.
• $0 – $28.18 = -$28.18.
• Each additional visit increases costs with no increase in revenues.

5 – *

Graphical Analysis Based on Members

Revenues and Costs

($)

Volume

(Number of Members)

Total Costs

Fixed Costs

Total Revenues

Note: Average utilization is assumed regardless of volume.

5 – *

Analysis Based on Members (Cont.)

• Now, the profit and loss areas are the same as on the fee-for-service graph.
• On a per member basis, the contribution margin is positive.
• Each additional member contributes positively to profits.
• If per member annual revenue is $400 per member and variable costs (based on 4 visits) is 4 x $28.18 = $112.72 per year, the contribution margin is $400 – $112.72 = $287.28.

5 – *

Discussion Items

What do the graphs tell managers about the importance of utilization management:

Under FFS reimbursement?

Under capitation?

What do the graphs tell about the importance of the number of members under capitation?

5 – *

The Impact of Cost Structure on Risk

• If reimbursement is tied exclusively to volume (FFS), then the provider’s financial risk is minimized if all costs are variable.
• If reimbursement is exclusively capitated, then the provider’s financial risk is minimized if all costs are fixed.

5 – *

Graphical Analysis under FFS

Revenues and Costs

($)

Volume

(Number of Visits)

Total Costs

Total Revenues

=

TotalVCs

5 – *

Graphical Analysis Under Capitation

Revenues and Costs

($)

Volume

(Number of Visits)

Total Costs

Fixed Costs

Total Revenues

=

5 – *

What are the implications of the previous two slides for managerial decision making?

Discussion Item

5 – *

• This concludes our discussion of Chapter 5 (Managerial Accounting Basics, Cost Behavior, and Profit 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