Critical Points in Healthcare Financial Management for Practice Framework

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July, 11, 2020

Keeping your mind on your practice is nothing less than never-ending sentry over a constantly changing environment. What we are talking about is the vital area of your practice, known as Financial Management. Like all business in healthcare, hospital, urgent care, surgical center, or the name-on-a-shingle private practice, financial health of your practice is the homeostasis which keeps you in business to see patients. This post is a set-off station for practitioners to develop and use the key points of Capital Budgeting and the decision-making breakdown of Financial Management. Most firms’ goal is to boost profit translating to the tough decisions of managing cash and controlling costs (Albury & BBC, 2013). Choices can make the difference between success or cash flow being the number one problem.  

Healthcare Financial Management & Budgeting

Business Basics for your Practice

Understanding the operating margin and working capital. As you realize, operational capital or revenue is not the long-term capital budgeting needed for the return of investment purchasing or acquiring assets. As opposed to working capital, the operational revenue is the daily operational cash flow, cash in versus cash out. Working capital refers to the financial measure, which represents liquidity available to a business. As cash flow and profit are not the same, working capital is broader and beyond the day-to-day, rather future holdings. Higher expenditures need greater cash flow, with financing occurring well in advance. Long-term capital budgeting needed for return investment purchasing, assets, and financing capital equipment, is measured by the current liabilities subtracted from the existing assets.
The lack of profitability is mostly attributable to poor decisions, from misconceptions that occur between members of the firm. A company can be moving mega cash, but not be profitable. Even with fast growth, a company may experience cash flow problems. Revenue is both in-flow and out-flow of money. The difference defines your cash flow. Often businesses experience periods of negative cash flow due to cash out-flow. The key is to look for the cash deficiencies in the future estimates or forecast. The greatest period of cash deficit is the Maximum Deficit Cashflow and represents the working capital required for Capital Budgeting (TV Choice, 2011).

Long-term and timing effects. Businesses must have assets ready to ensure seizing upon opportunity, or competitors could attract business away if the firm is not prepared. The timing could be everything. In addition, in the long-term plans, a company may depend on variable-rate debt options, tailor buying fixed assets, or need to purchase expensive diagnostic equipment. Any error in the forecasting of their budget can be problematic. The longer the term typically means, the higher the risk.
The long-term effects of low working capital break down and become current assets and current liabilities. You can maximize the difference, to get the best advantage, with tighter credit control or by holding on to the cash. However, paying late has other costs, fees, and delinquencies, which are counterproductive. Oppositely, the effects of too much working capital can also be wasteful unless the firm decides to find ways to increase the rate of return. Their money should work for them (TV Choice, 2011). Cash and profit are not synonymous, not-for-profit firms with excess revenue or over-invested in cross ventures can conceivably show very little profit, or even control the “net” profit reported.

Role of Financial Managers. Management must have the knowledge to estimate cash flow based on analysis and experience. According to Mukherjee, Al Rahahleh, Lane, and Dunn, (2016), this management typically includes using more than one technique to evaluate Capital Budgeting. Net Present Value (NPV) may be the single best method, but the Internal Rate of Return (IRR), showing greater than the standard rate of return, can account for more safety margin. Managers make decisions mostly on mutually exclusion options. Capital Budgeting is the practice of planning the funding for the business in its investment, purchase, and all operations based on what it can provide through its complete structure and making decisions on each.