1. The document provides guidance on using a dental prototype modelling tool to help practices estimate their year-end financial position and activity requirements based on current performance data.
2. It explains what data needs to be input into the modelling tool, including figures from the practice's capitation remuneration report, and how the tool will calculate projections and identify under or over-performance from the prior year.
3. Instructions are given for populating key fields in the modelling tool, such as entering figures from the capitation report for the practice's prototype value and activity/capitation elements.
This document contains 8 problems related to preparing flexible budgets at different capacity levels for manufacturing overhead costs, expenses, and production volumes. The problems include identifying fixed, variable, and semi-variable items; and calculating budgets at percentages of maximum capacity ranging from 50% to 100%.
Property tax is a significant operating cost, but there are ways you can effectively manage your assessment. This can assist in keeping operating costs low. Learn how to reduce your operating cost through property assessment & taxation management.
This document recommends that Monark pursue acquiring rewinding equipment as an additional service based on positive indicators. It projects that the rewinding business could generate over 4 million PHP in gross profit annually over the next 5 years with a 2.6 year return on investment. The demand is expected to be continuous due to Monark's large existing engine population in the market requiring rewinding every 10 years on average.
This document summarizes Sappi's sustainability journey and energy management strategy. It discusses Sappi's vision to be a trusted and sustainable organization through collaborating with stakeholders. The strategy focuses on diversifying products to increase EBITDA across graphics, packaging, speciality cellulose and new opportunities. Sappi aims to substantially reduce specific steam and electrical energy usage by 2020. Key energy saving projects include installing variable speed drives and recovering steam losses. Continual monitoring and improvement of energy usage and identifying further opportunities will help Sappi progress on its sustainability targets.
A feasibility study assesses all aspects of a proposed project, including marketing, technical, and financial factors, prior to execution. It includes an executive summary highlighting key results, and reports on marketing, production processes, equipment, costs, investment needs, funding sources, and financial projections. A sensitivity analysis models the impact of varying income and expenses, while a SWOT analysis considers strengths, weaknesses, opportunities, and threats. The study aims to objectively evaluate project viability and provide decision-makers with essential information.
This document outlines performance indicators for plastic manufacturing operations across four key areas: operations, finance, sales excellence, and HR. For operations, it lists indicators such as OEE percentage, internal rejects percentage, customer complaints, capacity utilization, spoilage, materials variance, energy consumption, man efficiency, and delivery precision. For finance, it lists indicators like raw material days, finished goods days, creditor days, debtor days, working capital turnover, EVA, and overdue receivables. Sales excellence indicators include sales per employee, organic growth, new order balance, RMC per tonnage, number of customer/prospect visits, and number of quotations/enquiries. HR indicators are sick leave percentage for direct/
The document provides information about a waste hauling and recycling program offered by Refuse Specialists. The program aims to [1] reduce hauling prices by at least 15% on average, [2] evaluate and improve service efficiencies to further reduce costs, and [3] review diversion and reduction efforts. Refuse Specialists would manage vendor contracts, provide detailed reporting, and audit invoices monthly to eliminate errors and overcharges. The program timeline includes negotiating new rates with haulers, implementing contracts, and providing ongoing access to audited invoices and reports through an online portal.
This document contains 8 problems related to preparing flexible budgets at different capacity levels for manufacturing overhead costs, expenses, and production volumes. The problems include identifying fixed, variable, and semi-variable items; and calculating budgets at percentages of maximum capacity ranging from 50% to 100%.
Property tax is a significant operating cost, but there are ways you can effectively manage your assessment. This can assist in keeping operating costs low. Learn how to reduce your operating cost through property assessment & taxation management.
This document recommends that Monark pursue acquiring rewinding equipment as an additional service based on positive indicators. It projects that the rewinding business could generate over 4 million PHP in gross profit annually over the next 5 years with a 2.6 year return on investment. The demand is expected to be continuous due to Monark's large existing engine population in the market requiring rewinding every 10 years on average.
This document summarizes Sappi's sustainability journey and energy management strategy. It discusses Sappi's vision to be a trusted and sustainable organization through collaborating with stakeholders. The strategy focuses on diversifying products to increase EBITDA across graphics, packaging, speciality cellulose and new opportunities. Sappi aims to substantially reduce specific steam and electrical energy usage by 2020. Key energy saving projects include installing variable speed drives and recovering steam losses. Continual monitoring and improvement of energy usage and identifying further opportunities will help Sappi progress on its sustainability targets.
A feasibility study assesses all aspects of a proposed project, including marketing, technical, and financial factors, prior to execution. It includes an executive summary highlighting key results, and reports on marketing, production processes, equipment, costs, investment needs, funding sources, and financial projections. A sensitivity analysis models the impact of varying income and expenses, while a SWOT analysis considers strengths, weaknesses, opportunities, and threats. The study aims to objectively evaluate project viability and provide decision-makers with essential information.
This document outlines performance indicators for plastic manufacturing operations across four key areas: operations, finance, sales excellence, and HR. For operations, it lists indicators such as OEE percentage, internal rejects percentage, customer complaints, capacity utilization, spoilage, materials variance, energy consumption, man efficiency, and delivery precision. For finance, it lists indicators like raw material days, finished goods days, creditor days, debtor days, working capital turnover, EVA, and overdue receivables. Sales excellence indicators include sales per employee, organic growth, new order balance, RMC per tonnage, number of customer/prospect visits, and number of quotations/enquiries. HR indicators are sick leave percentage for direct/
The document provides information about a waste hauling and recycling program offered by Refuse Specialists. The program aims to [1] reduce hauling prices by at least 15% on average, [2] evaluate and improve service efficiencies to further reduce costs, and [3] review diversion and reduction efforts. Refuse Specialists would manage vendor contracts, provide detailed reporting, and audit invoices monthly to eliminate errors and overcharges. The program timeline includes negotiating new rates with haulers, implementing contracts, and providing ongoing access to audited invoices and reports through an online portal.
The document outlines the business strategy and key performance indicators for SIMA Candy Co. The strategy focuses on operational excellence, optimization, people development, projects, and supply chain objectives. Key areas of focus include increasing efficiency, reducing costs and defects, ensuring quality, and developing employees. Each department has monthly key performance indicators to track metrics like production volumes, downtime, safety, project progress, inventory levels, and more to monitor progress towards strategic goals.
The document provides an overview of Thiensurat Group's business, financial highlights for Q1 2017, and outlook for 2017. Key highlights include total revenues of 456 million baht for Q1 2017, a focus on expanding electric appliance sales and improving debt collection, and targets for 2017 including decreasing bad debts and increasing total revenues to 2,000 million baht.
The document discusses various tools in EnergyCAP that can help identify issues with utility bill data and energy usage analysis. It provides advice on using quick audit checks to find keying errors, fixing mixed units of measure, setting up ENERGY STAR tracking, identifying abnormal load factors with report AN12, creating custom bill lists, and using update sheets to easily modify setup data. Building managers are advised to use reports CAL28 and YY19A to monitor building performance. Outsourcing bill entry through Bill CAPture is suggested for sites that key over 250 bills per month.
The document provides guidance on building a financial model to present to investors. It emphasizes that the financial model is the real business plan as it shows revenues, profits, cash needs, hiring plans, runway, and sensitivity analysis. The model should be built to answer questions about the viability, profitability, scalability, and sensitivity of assumptions for the business. The document outlines the key components of a financial model including income statements, balance sheets, cash flow statements, assumptions, and timelines. It provides examples of building out the revenue model with sales projections, the income statement template, headcount and salary projections, and non-salary expenses.
This document provides a summary of the 2016 interim results for the GPT Metro Office Fund. The key points are:
- Funds from operations per unit of 7.97 cents exceeded revised guidance and prior comparative period.
- Distribution per unit of 7.65 cents was in line with prior guidance.
- The portfolio was revalued upwards by $9.4 million, representing a capitalisation rate of 7.09%.
NCV 4 New Venture Creation Hands-On Support Slide Show - Module 5Future Managers
This document discusses principles of costing and pricing for a new business venture. It covers identifying price-setting policies and factors that influence pricing decisions. It also explains the relationships between costs, revenue, and profits, and how to calculate break-even points. Key terms like fixed, variable and total costs are defined. The document provides examples and activities to help understand these concepts and apply them to business planning.
The document is a guide from Penn Career Services for preparing for consulting case interviews. It provides an overview of the case interview process, which typically involves 4 parts: 1) understanding the prompt, 2) asking clarifying questions, 3) working through the case using frameworks, and 4) providing a recommendation. It emphasizes the importance of analytical and problem-solving skills. It also covers key concepts in accounting, finance, and math that often come up in cases. These include revenues, costs, margins, valuations, and calculations like breakeven analysis. The guide stresses the need for thorough preparation, including practicing cases, in order to develop a flexible thought process suited for case interviews.
Aggregate sales and operations planning involves balancing demand and production capacity over an intermediate planning horizon of 3 to 18 months. Key strategies for meeting demand include chase and level strategies, which vary production levels, workforce, inventory, or backorders. The aggregate operations plan specifies the optimal combination of these factors to balance aggregate demand and production capacity. Cut-and-try is an example technique for determining the best plan using simple spreadsheets and adjusting variables.
This document discusses aggregate sales and operations planning. It describes the objectives of sales and operations planning and the aggregate operations plan. It outlines the sales and operations planning process from long-range to short-range planning. It also discusses strategies for balancing aggregate demand and production capacity, such as the chase and level strategies. Finally, it provides an example of using a spreadsheet to calculate costs and workforce needs under the chase and level strategies.
Extra Credit Assignment, Econ 140 (3)Choose any topic discussed.docxnealwaters20034
Extra Credit Assignment, Econ 140 (3%)
Choose any topic discussed in the managerial economics class and write a 3 – 5 page essay with the following specifications.
1. Typed – Double spaced
2. Font Size - 12
3. Margins – 1 inch (top, bottom, right and left)
The paper should consist of the following:
(a) A discussion on your selected topic covering the main points.
(b) At least one news article related to the chosen topic, showing the application of the concept in the real world. You can easily find such news articles on google.
(c) Write in your own words what you’ve understood from the article(s) and how this relates to what you have learned in the Econ 140 class.
(d) Download (or scan) the articles and upload them along with your paper. The articles will not be included in the page count.
Other Requirements:
· Title of the paper and Your Name (Top corner of the first page)
· References (These should be on the last page of the assignment)
You can earn a maximum of 3% on this assignment. The grading TA’s decision regarding your assignment grade will be final; the assignment is not subject to grade-disputes. The assignments will be randomly distributed among the TAs for grading purpose.
(Keep in mind that late submissions or submissions via email will not be graded.)
1
Front Page
2
Memo
TO:
FROM:
DATE:
SUBJECT:
<text follows>
3
Table of contents
Appendix 1: Pro Forma FCF Page 4
Appendix 2 : Weighted Average Cost of Capital Page 5
Appendix 3 : Balance Sheets Page 6
Appendix 4 : Income Statements Page 8
Appendix 5 : Statements of Cash Flows Page 10
Appendix 6 : 10K Data Collection Page 11
Appendix 7: Market Return and Beta Page 12
4
Pro Format FCF
Value Drivers
Sales Growth 4.07%
Directly related to sales
Operating Expens es (excluding depreciation) 89.86%
Operating Current Assets 17.16%
Operating Current Liabilities 14.31%
Capital Expenditures 4.22%
Not directly related to sales
Depreciation Rate 6.09%
Interest Rate on Debt 5.53%
Interest Rate on ST Inves tments 1.73% <-- 1-year treasury yield (https://www.federalreserve.gov/releases/h15/)
Tax Rate 36.34%
Long term growth rate 0.00%
Unlevered Free Cash Flows Jan-20 Jan-21 Jan-22 Jan-23 Jan-24 Jan-25 Jan-26 Jan-27 Jan-28 Jan-29
Sales $17,255,546 $17,958,617 $18,690,334 $19,451,865 $20,244,425 $21,069,276 $21,927,736 $22,821,174 $23,751,014 $24,718,741
Operating Expenses $15,506,519 $16,138,326 $16,795,877 $17,480,219 $18,192,444 $18,933,688 $19,705,135 $20,508,013 $21,343,605 $22,213,242
Depreciation $620,940 $665,274 $711,414 $759,435 $809,412 $861,425 $915,557 $971,895 $1,030,529 $1,091,552
Earnings Before Interest And Taxes $1,128,087 $1,155,017 $1,183,043 $1,212,212 $1,242,569 $1,274,163 $1,307,044 $1,341,265 $1,376,881 $1,413,947
Taxes $409,958 $419,745 $429,930 $440,530 $451,562 $463,044 $474,993 $487,429 $500,372 $513,842
Net Income $718,129 $735,272 $753,114 $771,682 $791,.
All Over Fitness is considering opening a new office in Melbourne. To analyze the investment, the team conducted a financial analysis of the initial costs, annual cash flows over 10 years, and the final cash flow. They calculated an NPV of $82,323 using a 10.28% discount rate. Sensitivity analysis showed the NPV is highly sensitive to revenue growth assumptions. The team recommends accepting the project due to the positive NPV but notes the risk from uncertain revenue growth.
Colour Plus manufactures and sells jackets. It analyzed variances using static and flexible budgets.
The static budget variance showed unfavorable variances due to actual production and sales being lower than budgeted. The flexible budget revealed this variance was due to lower sales volume.
The flexible budget variance was also unfavorable, indicating higher actual costs and lower revenues than the flexed budget. This variance is due to differences in pricing and costs on a per unit basis.
Conducting variance analysis with both static and flexible budgets allows Colour Plus to determine whether variances are due to inaccurate forecasting or controllable performance issues.
Capacity planning involves determining the maximum output rate of a process and ensuring there is enough capacity to meet future demand. It is done both in the long-term, through capacity timing and sizing strategies, and short-term through constraint management. A systematic approach to capacity planning involves estimating future capacity requirements, identifying gaps between requirements and available capacity, developing alternative plans to address gaps, and evaluating alternatives both qualitatively and quantitatively. Tools like waiting line models, simulation, and decision trees can help with complex capacity planning problems.
1 Huffman Trucking Memo To All Senior Staff F.docxmercysuttle
1
Huffman Trucking
Memo
To: All Senior Staff
From: Kristen Huffman, CEO & President
Re: New Strategic Direction
Thank you for attending our annual strategic planning session. Given recent changes in the economy and
customer needs, a new direction for our company is necessary. After reviewing how other companies
restructured themselves in recent years, we will mirror how UPS® conducts business as a
partner/consultant with large customers. For our company, however, we will go a step further and become a
warehousing/local just-in-time (JIT) delivery source, instead of providing logistics advice to clients, as UPS®
does.
To accomplish this, we must integrate this new direction into our upcoming strategic plan and financial
planning. First, I need all department managers to prepare their budgets.
I would also like our accounting department to move ahead on a preliminary set of pro forma statements,
even without final budgets, using the following assumptions. They must determine if external funding is
needed.
I have attached a summary of assumptions about this new direction.
New Strategic Direction
Page 2
1. Assume inflation of 4% on expenses, not including depreciation and taxes. This is in addition to the
new initiative’s costs.
New Strategic Initiative Assumptions
Huffman may overcome increased competition and economic slowdown by initiating a new strategy; this
will turn our company into a one-stop shop and key logistics company. We will provide consulting services,
generate revenues, and become a JIT warehouse/delivery source. A local retailer selling products from a
distant manufacturing plant, for example, may accept JIT deliveries, instead of 40-foot trailer loads. This
would be fulfilled by the local operation.
2. Assume the following regarding variables versus fixed-nature-of-income-statement operating
expenses for the existing business:
a. 80% of wage benefits is variable and 20% is fixed.
b. 100% of fuel expenses, purchased transportation, and operating supplies is variable.
c. 100% of operating taxes is fixed.
d. 20% of insurance and claims is fixed; the balance is variable.
e. Assume depreciation, even with new expenditures, is fixed as the retirement of written-off
assets, equaling new equipment.
3. There will be new spending areas reflected on future budgets to reflect added satellite warehouse
costs and space rental and costs of running the locations.
a. In the first year, add $10 million of inflation, space rental, and operating costs at 25% of
revenues from the new initiative.
b. In the second year, add $10 million space rental, with inflation at the same variable percentage
of sales.
c. In the third year, add $7.5 million of the variable percentage of sales.
4. In marketing, budget accounts have been added for new incurred costs. We will continue our
present promotion and launch a new program, with the assistance of our marketing partner, the ABC
...
Curtiss-Wright reported third quarter 2016 financial results with diluted EPS of $1.02, ahead of expectations. Operating income increased 20% and operating margin increased 300 basis points to 15.1% compared to the third quarter of 2015. Net sales decreased 4% due to continued industrial and nuclear aftermarket headwinds. For full-year 2016, Curtiss-Wright raised operating margin guidance to 14.3-14.5% while maintaining diluted EPS guidance of $4.00-$4.15 and free cash flow guidance of $300-$320 million.
OpenText Live: Modeling your business processes to new ways of workingOpenText Portfolio
The COVID-19 pandemic has significantly impacted workplaces and workforces globally, effecting production, distribution, delivery and sales. It has transformed the way we work, forcing business to evaluate, explore and hopefully improve its business processes. OpenText ProVision is an end-to-end solution for enterprise and business architecture and business process analysis that enables the transformation and improvement of business processes, by allowing you to translate business strategy and operational objectives into successful enterprise change.
Join this webinar to learn how to model your business process to new ways of working, and learn how to communicate process changes and plans by leveraging a single source of truth within your organization, allowing for collective decision making. Understand how process modeling can turn ideas into action by quickly collaborating on changes and projections of working environments.
This document provides an overview of present worth analysis and cash flow analysis methods for evaluating investment alternatives. It discusses measures of profitability like present worth, annual worth, and future worth. It covers evaluating single alternatives as well as comparing alternatives of equal lives and different lives. It also introduces the concepts of planning horizon, coterminated assumptions, and capitalized worth for comparing long-term alternatives. Examples are provided to illustrate how to apply these concepts and calculate present worth, annual worth, capitalized worth, and to compare investment alternatives.
The document provides information about budgeting and budgetary control. It defines budgeting as a detailed financial plan prepared in advance to help identify monetary and physical units of future operations. Budgetary control involves using budgets as a means of control by establishing budgets, fixing executive responsibilities, and comparing actual performance to planned performance. The document also discusses types of budgets, zero-base budgeting, flexible budgeting, and provides an example budget calculation.
To edit, delete, or replace content on a NHS network, users must first log into their network site and select their network from the menu. They can then click on the item they wish to modify and use the toolbox to either edit the content, delete the item permanently, or replace the document with a new file before saving changes.
To add a discussion forum to a NHS network, go to the network page and select "Add Forum" from the toolbox. Name and describe the new forum. Posts can then be started by clicking "Start a new conversation" on the forum page and adding a title and body text. The visibility of the new forum can be set by selecting hide or show options in the viewing control toolbox.
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The document outlines the business strategy and key performance indicators for SIMA Candy Co. The strategy focuses on operational excellence, optimization, people development, projects, and supply chain objectives. Key areas of focus include increasing efficiency, reducing costs and defects, ensuring quality, and developing employees. Each department has monthly key performance indicators to track metrics like production volumes, downtime, safety, project progress, inventory levels, and more to monitor progress towards strategic goals.
The document provides an overview of Thiensurat Group's business, financial highlights for Q1 2017, and outlook for 2017. Key highlights include total revenues of 456 million baht for Q1 2017, a focus on expanding electric appliance sales and improving debt collection, and targets for 2017 including decreasing bad debts and increasing total revenues to 2,000 million baht.
The document discusses various tools in EnergyCAP that can help identify issues with utility bill data and energy usage analysis. It provides advice on using quick audit checks to find keying errors, fixing mixed units of measure, setting up ENERGY STAR tracking, identifying abnormal load factors with report AN12, creating custom bill lists, and using update sheets to easily modify setup data. Building managers are advised to use reports CAL28 and YY19A to monitor building performance. Outsourcing bill entry through Bill CAPture is suggested for sites that key over 250 bills per month.
The document provides guidance on building a financial model to present to investors. It emphasizes that the financial model is the real business plan as it shows revenues, profits, cash needs, hiring plans, runway, and sensitivity analysis. The model should be built to answer questions about the viability, profitability, scalability, and sensitivity of assumptions for the business. The document outlines the key components of a financial model including income statements, balance sheets, cash flow statements, assumptions, and timelines. It provides examples of building out the revenue model with sales projections, the income statement template, headcount and salary projections, and non-salary expenses.
This document provides a summary of the 2016 interim results for the GPT Metro Office Fund. The key points are:
- Funds from operations per unit of 7.97 cents exceeded revised guidance and prior comparative period.
- Distribution per unit of 7.65 cents was in line with prior guidance.
- The portfolio was revalued upwards by $9.4 million, representing a capitalisation rate of 7.09%.
NCV 4 New Venture Creation Hands-On Support Slide Show - Module 5Future Managers
This document discusses principles of costing and pricing for a new business venture. It covers identifying price-setting policies and factors that influence pricing decisions. It also explains the relationships between costs, revenue, and profits, and how to calculate break-even points. Key terms like fixed, variable and total costs are defined. The document provides examples and activities to help understand these concepts and apply them to business planning.
The document is a guide from Penn Career Services for preparing for consulting case interviews. It provides an overview of the case interview process, which typically involves 4 parts: 1) understanding the prompt, 2) asking clarifying questions, 3) working through the case using frameworks, and 4) providing a recommendation. It emphasizes the importance of analytical and problem-solving skills. It also covers key concepts in accounting, finance, and math that often come up in cases. These include revenues, costs, margins, valuations, and calculations like breakeven analysis. The guide stresses the need for thorough preparation, including practicing cases, in order to develop a flexible thought process suited for case interviews.
Aggregate sales and operations planning involves balancing demand and production capacity over an intermediate planning horizon of 3 to 18 months. Key strategies for meeting demand include chase and level strategies, which vary production levels, workforce, inventory, or backorders. The aggregate operations plan specifies the optimal combination of these factors to balance aggregate demand and production capacity. Cut-and-try is an example technique for determining the best plan using simple spreadsheets and adjusting variables.
This document discusses aggregate sales and operations planning. It describes the objectives of sales and operations planning and the aggregate operations plan. It outlines the sales and operations planning process from long-range to short-range planning. It also discusses strategies for balancing aggregate demand and production capacity, such as the chase and level strategies. Finally, it provides an example of using a spreadsheet to calculate costs and workforce needs under the chase and level strategies.
Extra Credit Assignment, Econ 140 (3)Choose any topic discussed.docxnealwaters20034
Extra Credit Assignment, Econ 140 (3%)
Choose any topic discussed in the managerial economics class and write a 3 – 5 page essay with the following specifications.
1. Typed – Double spaced
2. Font Size - 12
3. Margins – 1 inch (top, bottom, right and left)
The paper should consist of the following:
(a) A discussion on your selected topic covering the main points.
(b) At least one news article related to the chosen topic, showing the application of the concept in the real world. You can easily find such news articles on google.
(c) Write in your own words what you’ve understood from the article(s) and how this relates to what you have learned in the Econ 140 class.
(d) Download (or scan) the articles and upload them along with your paper. The articles will not be included in the page count.
Other Requirements:
· Title of the paper and Your Name (Top corner of the first page)
· References (These should be on the last page of the assignment)
You can earn a maximum of 3% on this assignment. The grading TA’s decision regarding your assignment grade will be final; the assignment is not subject to grade-disputes. The assignments will be randomly distributed among the TAs for grading purpose.
(Keep in mind that late submissions or submissions via email will not be graded.)
1
Front Page
2
Memo
TO:
FROM:
DATE:
SUBJECT:
<text follows>
3
Table of contents
Appendix 1: Pro Forma FCF Page 4
Appendix 2 : Weighted Average Cost of Capital Page 5
Appendix 3 : Balance Sheets Page 6
Appendix 4 : Income Statements Page 8
Appendix 5 : Statements of Cash Flows Page 10
Appendix 6 : 10K Data Collection Page 11
Appendix 7: Market Return and Beta Page 12
4
Pro Format FCF
Value Drivers
Sales Growth 4.07%
Directly related to sales
Operating Expens es (excluding depreciation) 89.86%
Operating Current Assets 17.16%
Operating Current Liabilities 14.31%
Capital Expenditures 4.22%
Not directly related to sales
Depreciation Rate 6.09%
Interest Rate on Debt 5.53%
Interest Rate on ST Inves tments 1.73% <-- 1-year treasury yield (https://www.federalreserve.gov/releases/h15/)
Tax Rate 36.34%
Long term growth rate 0.00%
Unlevered Free Cash Flows Jan-20 Jan-21 Jan-22 Jan-23 Jan-24 Jan-25 Jan-26 Jan-27 Jan-28 Jan-29
Sales $17,255,546 $17,958,617 $18,690,334 $19,451,865 $20,244,425 $21,069,276 $21,927,736 $22,821,174 $23,751,014 $24,718,741
Operating Expenses $15,506,519 $16,138,326 $16,795,877 $17,480,219 $18,192,444 $18,933,688 $19,705,135 $20,508,013 $21,343,605 $22,213,242
Depreciation $620,940 $665,274 $711,414 $759,435 $809,412 $861,425 $915,557 $971,895 $1,030,529 $1,091,552
Earnings Before Interest And Taxes $1,128,087 $1,155,017 $1,183,043 $1,212,212 $1,242,569 $1,274,163 $1,307,044 $1,341,265 $1,376,881 $1,413,947
Taxes $409,958 $419,745 $429,930 $440,530 $451,562 $463,044 $474,993 $487,429 $500,372 $513,842
Net Income $718,129 $735,272 $753,114 $771,682 $791,.
All Over Fitness is considering opening a new office in Melbourne. To analyze the investment, the team conducted a financial analysis of the initial costs, annual cash flows over 10 years, and the final cash flow. They calculated an NPV of $82,323 using a 10.28% discount rate. Sensitivity analysis showed the NPV is highly sensitive to revenue growth assumptions. The team recommends accepting the project due to the positive NPV but notes the risk from uncertain revenue growth.
Colour Plus manufactures and sells jackets. It analyzed variances using static and flexible budgets.
The static budget variance showed unfavorable variances due to actual production and sales being lower than budgeted. The flexible budget revealed this variance was due to lower sales volume.
The flexible budget variance was also unfavorable, indicating higher actual costs and lower revenues than the flexed budget. This variance is due to differences in pricing and costs on a per unit basis.
Conducting variance analysis with both static and flexible budgets allows Colour Plus to determine whether variances are due to inaccurate forecasting or controllable performance issues.
Capacity planning involves determining the maximum output rate of a process and ensuring there is enough capacity to meet future demand. It is done both in the long-term, through capacity timing and sizing strategies, and short-term through constraint management. A systematic approach to capacity planning involves estimating future capacity requirements, identifying gaps between requirements and available capacity, developing alternative plans to address gaps, and evaluating alternatives both qualitatively and quantitatively. Tools like waiting line models, simulation, and decision trees can help with complex capacity planning problems.
1 Huffman Trucking Memo To All Senior Staff F.docxmercysuttle
1
Huffman Trucking
Memo
To: All Senior Staff
From: Kristen Huffman, CEO & President
Re: New Strategic Direction
Thank you for attending our annual strategic planning session. Given recent changes in the economy and
customer needs, a new direction for our company is necessary. After reviewing how other companies
restructured themselves in recent years, we will mirror how UPS® conducts business as a
partner/consultant with large customers. For our company, however, we will go a step further and become a
warehousing/local just-in-time (JIT) delivery source, instead of providing logistics advice to clients, as UPS®
does.
To accomplish this, we must integrate this new direction into our upcoming strategic plan and financial
planning. First, I need all department managers to prepare their budgets.
I would also like our accounting department to move ahead on a preliminary set of pro forma statements,
even without final budgets, using the following assumptions. They must determine if external funding is
needed.
I have attached a summary of assumptions about this new direction.
New Strategic Direction
Page 2
1. Assume inflation of 4% on expenses, not including depreciation and taxes. This is in addition to the
new initiative’s costs.
New Strategic Initiative Assumptions
Huffman may overcome increased competition and economic slowdown by initiating a new strategy; this
will turn our company into a one-stop shop and key logistics company. We will provide consulting services,
generate revenues, and become a JIT warehouse/delivery source. A local retailer selling products from a
distant manufacturing plant, for example, may accept JIT deliveries, instead of 40-foot trailer loads. This
would be fulfilled by the local operation.
2. Assume the following regarding variables versus fixed-nature-of-income-statement operating
expenses for the existing business:
a. 80% of wage benefits is variable and 20% is fixed.
b. 100% of fuel expenses, purchased transportation, and operating supplies is variable.
c. 100% of operating taxes is fixed.
d. 20% of insurance and claims is fixed; the balance is variable.
e. Assume depreciation, even with new expenditures, is fixed as the retirement of written-off
assets, equaling new equipment.
3. There will be new spending areas reflected on future budgets to reflect added satellite warehouse
costs and space rental and costs of running the locations.
a. In the first year, add $10 million of inflation, space rental, and operating costs at 25% of
revenues from the new initiative.
b. In the second year, add $10 million space rental, with inflation at the same variable percentage
of sales.
c. In the third year, add $7.5 million of the variable percentage of sales.
4. In marketing, budget accounts have been added for new incurred costs. We will continue our
present promotion and launch a new program, with the assistance of our marketing partner, the ABC
...
Curtiss-Wright reported third quarter 2016 financial results with diluted EPS of $1.02, ahead of expectations. Operating income increased 20% and operating margin increased 300 basis points to 15.1% compared to the third quarter of 2015. Net sales decreased 4% due to continued industrial and nuclear aftermarket headwinds. For full-year 2016, Curtiss-Wright raised operating margin guidance to 14.3-14.5% while maintaining diluted EPS guidance of $4.00-$4.15 and free cash flow guidance of $300-$320 million.
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Modelling tool guidance presentation animated version 3 unlocked
1. Dental prototype modelling tool
guidance presentation
You do not need to press any keys but if you do
the slide will advance, disabling the animation
features on that slide. It will then continue
automatically from the next slide
This is an animated presentation
2. The modelling tool can be used for:
• Understanding the practice forecast year-end
position based on current delivery positions
• Allowing practices to estimate the numbers of
patients/activity needed to meet contract
requirements at year-end
Using the modelling tool:
• Where cells are green, practices need to input
figures
• Where cells are white calculations are done
automatically for you
3. What you will require
1) Capitation remuneration report 2) Modelling tool
Prototype practice year-end calculation modelling tool
Cells requiring manual input
Practice name
Practice information (from capitation remuneration report)
Actual Annual Prototype Value (AAPV)
Capitation element (AAPV-C)
Activity element (AAPV-A)
Expected patient list (CECP)
Transitional allowance
Expected Capitated Population 0 less transitional allow ance
Expected Minimum Activity (EMA)
Contract value c/fwd - previous year (£)
Estimated year-end delivery percentage (practice's own figures)
Prototype UDAs (number); or
Prototype UDAs (percentage)
Estimated patient numbers
Estimated UDAs 0
Step 1 - Year end delivery percentage for capitation and activity
Capitation #DIV/0!
Activity #DIV/0!
Step 2 - Apply rules for adjustments for activity and capitation delivery (exchange mechanism)
Capitation #DIV/0!
Activity #DIV/0!
Step 3 - Combine the year end achievement for capitation and activty
Capitation #DIV/0!
Activity #DIV/0!
Total #DIV/0!
% total #DIV/0!
Step 4 - Apply carry forward from previous year
Carry forward from previous year £0.00
#DIV/0!
% total #DIV/0!
Step 4a - Additional calculation if initial Y/E position is less than 90% (SFE 4.6 - CAAML)
Total #DIV/0!
% total #DIV/0! #DIV/0!
Step 5 - Calculate the final position and carry forward (if applicable) for next year
Initial year-end value #DIV/0!
Initial year-end percentage #DIV/0!
Step 5a - Apply tolerances to carry forward figures
Final year-end value #DIV/0! #DIV/0!
Final year-end percentage #DIV/0!
For every 100 UDAs below your expected
minimum activity level (EMA)
#DIV/0! extra patients are required to
achieve the same financial value
Required patients at March 2018 (minus transitional allowance)
Actual Annual Prototype Value - Capitation Element (AAPV-C)
Actual Annual Prototype Value - Activity Element (AAPV-A)
Actual Annual Prototype Value (AAPV=AAPV-C + AAPV-A)
Month
36 - month actual
capitated patient
numbers (new
rules)
New joiners
needed per
remaining month
(new rules)
New joiners
needed plus
imminent lapsers
% of expected
patient numbers
currently delivering
(new rules)
% of expected
patient numbers
currently
delivering
including
transitional
allowance
Apr-17 14500 42 97% 98% 12
May-17 14600 36 97% 99% 11
Jun-17 14650 35 98% 99% 10
Jul-17 14700 33 98% 99% 9
Aug-17 14750 31 98% 100% 8
Sep-17 14850 21 99% 100% 7
Oct-17 14900 17 99% 101% 6
Nov-17 14925 15 138 100% 101% 5
Dec-17
Jan-18
Feb-18
Mar-18
Month
Prototype UDAs
carried out in
month
Prototype UDAs
cumulative total
Expected
prototype UDAs
% of expected
Prototype UDAs
achieved
RAG Green100%
or
Apr-17 1300 1300 1542 84% 1
May-17 1500 2800 3083 91% 2
Jun-17 1600 4400 4625 95% 3
Jul-17 1300 5700 6167 92% 4
Aug-17 1400 7100 7708 92% 5
Sep-17 1400 8500 9250 92% 6
Oct-17 1500 10000 10792 93% 7
Nov-17 1300 11300 12333 92% 8
Dec-17 11300 13875 9
Jan-18 11300 15417 10
Feb-18 11300 16958 11
Mar-18 11300 18500 12
Month
Total Scheduled
UDAs
Total UDAs
completed in
month
Apr-17 4000 5000
May-17 3500 4000
Jun-17 5000 6000
Jul-17 4700 5000
Aug-17 5000 6000
Sep-17 4800 5000
Oct-17 5200 4000
Nov-17 3800 1000
Dec-17
Jan-18
Feb-18
Mar-18
£1,255,000.00
Start date for prototype 01/04/2016
2017-18delivery requirements
Contract Value Carried Forward - Previous Year £5,000.00
XXXXX Dental
Prototype blend A
£725,000.00
£530,000.00
Total UDAs delivered - Scheduled activity vs. activity completed in month
2016017Capitation remuneration report - Prototype XXXXXXXX- November 2017
14,800
Expected Minimum Activity 18,500
Activity and Capitation Performance Tolerance
Contractor's Expected Capitated Population 15,000
2016-17 transitional allowance (provisional) 200
Capitated patient list - patients seen in 36months
Activity - Prototype UDAs delivered
Provider name or company name
Prototype reference number
95%
96%
96%
97%
97%
98%
98%
99%
99%
100%
100%
Apr-17
May-17
Jun-17
Jul-17
Aug-17
Sep-17
Oct-17
Nov-17
Dec-17
Jan-18
Feb-18
Mar-18
Series1
0
2000
4000
6000
8000
10000
12000
14000
16000
18000
20000
Apr-17
May-17
Jun-17
Jul-17
Aug-17
Sep-17
Oct-17
Nov-17
Dec-17
Jan-18
Feb-18
Mar-18
Series1
Series2
0
1000
2000
3000
4000
5000
6000
0
1000
2000
3000
4000
5000
6000
7000
8000
9000
10000
The capitation remuneration
report can be found on
Compass
The modelling tool can be
downloaded from www.pcc-
cic.org.uk/article/making-it-work-
practice
4. Required patients at March 2018 (minus transitional allowance)
Actual Annual Prototype Value - Capitation Element (AAPV-C)
Actual Annual Prototype Value - Activity Element (AAPV-A)
Actual Annual Prototype Value (AAPV=AAPV-C + AAPV-A)
Month
36 - month actual
capitated patient
numbers (new
rules)
New joiners
needed per
remaining month
(new rules)
New joiners
needed plus
imminent lapsers
% of expected
patient numbers
currently delivering
(new rules)
% of expected
patient numbers
currently
delivering
including
transitional
allowance
Apr-17 14500 42 97% 98% 12
May-17 14600 36 97% 99% 11
Jun-17 14650 35 98% 99% 10
Jul-17 14700 33 98% 99% 9
Aug-17 14750 31 98% 100% 8
Sep-17 14850 21 99% 100% 7
Oct-17 14900 17 99% 101% 6
Nov-17 14925 15 138 100% 101% 5
Dec-17
Jan-18
Feb-18
Mar-18
Month
Prototype UDAs
carried out in
month
Prototype UDAs
cumulative total
Expected
prototype UDAs
% of expected
Prototype UDAs
achieved
RAG Green100%
or
Apr-17 1300 1300 1542 84% 1
May-17 1500 2800 3083 91% 2
Jun-17 1600 4400 4625 95% 3
Jul-17 1300 5700 6167 92% 4
Aug-17 1400 7100 7708 92% 5
Sep-17 1400 8500 9250 92% 6
Oct-17 1500 10000 10792 93% 7
Nov-17 1300 11300 12333 92% 8
Dec-17 11300 13875 9
Jan-18 11300 15417 10
Feb-18 11300 16958 11
Mar-18 11300 18500 12
Month
Total Scheduled
UDAs
Total UDAs
completed in
month
Apr-17 4000 5000
May-17 3500 4000
Jun-17 5000 6000
Jul-17 4700 5000
Aug-17 5000 6000
Sep-17 4800 5000
Oct-17 5200 4000
Nov-17 3800 1000
Dec-17
Jan-18
Feb-18
Mar-18
£1,255,000.00
Start date for prototype 01/04/2016
2017-18delivery requirements
Contract Value Carried Forward - Previous Year £5,000.00
XXXXX Dental
Prototype blend A
£725,000.00
£530,000.00
Total UDAs delivered - Scheduled activity vs. activity completed in month
2016017Capitation remuneration report - Prototype XXXXXXXX- November 2017
14,800
Expected Minimum Activity 18,500
Activity and Capitation Performance Tolerance
Contractor's Expected Capitated Population 15,000
2016-17 transitional allowance (provisional) 200
Capitated patient list - patients seen in 36months
Activity - Prototype UDAs delivered
Provider name or company name
Prototype reference number
95%
96%
96%
97%
97%
98%
98%
99%
99%
100%
100%
Apr-17
May-17
Jun-17
Jul-17
Aug-17
Sep-17
Oct-17
Nov-17
Dec-17
Jan-18
Feb-18
Mar-18
Series1
0
2000
4000
6000
8000
10000
12000
14000
16000
18000
20000
Apr-17
May-17
Jun-17
Jul-17
Aug-17
Sep-17
Oct-17
Nov-17
Dec-17
Jan-18
Feb-18
Mar-18
Series1
Series2
0
1000
2000
3000
4000
5000
6000
0
1000
2000
3000
4000
5000
6000
7000
8000
9000
10000
Capitation remuneration report
These figures need to be
entered into the “Practice
information” section of
the modelling tool
Capitation
section
Activity
section These figures can either be used
directly, or can be used to
calculate estimated figures for
input into the “Estimated year-
end delivery percentage”
section of the modelling tool
5. Prototype practice year-end calculation modelling tool
Cells requiring manual input
Practice name
Practice information (from capitation remuneration report)
Actual Annual Prototype Value (AAPV)
Capitation element (AAPV-C)
Activity element (AAPV-A)
Expected patient list (CECP)
Transitional allowance
Expected Capitated Population 0 less transitional allow ance
Expected Minimum Activity (EMA)
Contract value c/fwd - previous year (£)
Estimated year-end delivery percentage (practice's own figures)
Prototype UDAs (number); or
Prototype UDAs (percentage)
Estimated patient numbers
Estimated UDAs 0
Step 1 - Year end delivery percentage for capitation and activity
Capitation #DIV/0!
Activity #DIV/0!
Step 2 - Apply rules for adjustments for activity and capitation delivery (exchange mechanism)
Capitation #DIV/0!
Activity #DIV/0!
Step 3 - Combine the year end achievement for capitation and activty
Capitation #DIV/0!
Activity #DIV/0!
Total #DIV/0!
% total #DIV/0!
Step 4 - Apply carry forward from previous year
Carry forward from previous year £0.00
#DIV/0!
% total #DIV/0!
Step 4a - Additional calculation if initial Y/E position is less than 90% (SFE 4.6 - CAAML)
Total #DIV/0!
% total #DIV/0! #DIV/0!
Step 5 - Calculate the final position and carry forward (if applicable) for next year
Initial year-end value #DIV/0!
Initial year-end percentage #DIV/0!
Step 5a - Apply tolerances to carry forward figures
Final year-end value #DIV/0! #DIV/0!
Final year-end percentage #DIV/0!
For every 100 UDAs below your expected
minimum activity level (EMA)
#DIV/0! extra patients are required to
achieve the same financial value
The figures from the top
section of the capitation
remuneration report are
entered here
The actual, or estimated
figures, based on the
capitation and activity
sections of the
capitation remuneration
report are entered here
6. Prior year under-performance
Required patients at March 2018 (minus transitional allowance)
Actual Annual Prototype Value - Capitation Element (AAPV-C)
Actual Annual Prototype Value - Activity Element (AAPV-A)
Actual Annual Prototype Value (AAPV=AAPV-C + AAPV-A)
Start date for prototype 01/04/2016
2017-18delivery requirements
Contract Value Carried Forward - Previous Year
Prototype blend A
2016017Capitation remuneration report - Prototype XXXXXXXX- November2017
Expected Minimum Activity
Activity and Capitation Performance Tolerance
Contractor's Expected Capitated Population
2016-17 transitional allowance (provisional)
Provider name or company name
Prototype reference number
Prototype practice year-end calculation modelling tool
Cells requiring manual input
Practice name
Practice information (from capitation remuneration report)
Actual Annual Prototype Value (AAPV)
Capitation element (AAPV-C)
Activity element (AAPV-A)
Expected patient list (CECP)
Transitional allowance
Expected Capitated Population 0
Expected Minimum Activity (EMA)
Contract value c/fwd - previous year (£)
Estimated year-end delivery percentage (practice's own figures)
Prototype UDAs (number); or
Prototype UDAs (percentage)
Estimated patient numbers
Estimated UDAs 0
£725,000
£530,000
15,000
200
14,800
18,500
XXXXX Dental
(2) The modelling tool will identify
whether this represents prior year
under or over-performance
(1) Please ensure that you populate the
modelling tool with the appropriate
figures from the top section of the
capitation remuneration report Iike this
XXXXX Dental
£1,255,000
£725,000
£530,000
15,000
£1,255,000
200
18,500
£5,000£5,000
(3) Input one figure in respect of
estimated UDAs, either a percentage
estimate or an actual number in the
appropriate cell
(4) Input the capitation figure from the
latest capitation remuneration report , or your
own forecast figure
This is a sub-total
Top section of the capitation remuneration report
1
2
4
5
3
2
3
1
4
6
5
6
7
8
7
8
7. Required patients at March 2018 (minus transitional allowance)
Actual Annual Prototype Value - Capitation Element (AAPV-C)
Actual Annual Prototype Value - Activity Element (AAPV-A)
Actual Annual Prototype Value (AAPV=AAPV-C + AAPV-A)
Month
36 - month actual
capitated patient
numbers (new
rules)
New joiners
needed per
remaining month
(new rules)
New joiners
needed plus
imminent lapsers
% of expected
patient numbers
currently delivering
(new rules)
% of expected
patient numbers
currently
delivering
including
transitional
allowance
Apr-17 14500 42 97% 98% 12
May-17 14600 36 97% 99% 11
Jun-17 14650 35 98% 99% 10
Jul-17 14700 33 98% 99% 9
Aug-17 14750 31 98% 100% 8
Sep-17 14850 21 99% 100% 7
Oct-17 14900 17 99% 101% 6
Nov-17 14925 15 138 100% 101% 5
Dec-17
Jan-18
Feb-18
Mar-18
£1,255,000.00
Start date for prototype 01/04/2016
2017-18 delivery requirements
Contract Value Carried Forward - Previous Year £5,000.00
XXXXX Dental
Prototype blend A
£725,000.00
£530,000.00
2016017 Capitation remuneration report - Prototype XXXXXXXX- November 2017
14,800
Expected Minimum Activity 18,500
Activity and Capitation Performance Tolerance
Contractor's Expected Capitated Population 15,000
2016-17 transitional allowance (provisional) 200
Capitated patient list - patients seen in 36 months
Provider name or company name
Prototype reference number
95%
96%
96%
97%
97%
98%
98%
99%
99%
100%
100%
Apr-17
May-17
Jun-17
Jul-17
Aug-17
Sep-17
Oct-17
Nov-17
Dec-17
Jan-18
Feb-18
Mar-18
Series1
Capitation figures – Where do I get them from?
Top half of the November 2017 capitation remuneration report
(1) Identify the month that the
report relates to
(2) Identify the capitation figure
for that month for the modelling
tool, or use your own estimate
8. Activity figures – Where do I get them from?
Month
Prototype UDAs
carried out in
month
Prototype UDAs
cumulative total
Expected
prototype UDAs
% of expected
Prototype UDAs
achieved
RAG Green100%
or
Apr-17 350 350 583 60%
May-17 320 670 1167 57%
Jun-17 300 970 1750 55%
Jul-17 270 1240 2333 53%
Aug-17 370 1610 2917 55%
Sep-17 380 1990 3500 57%
Oct-17 230 2220 4083 54%
Nov-17 400 2620 4667 56%
Dec-17 2620 5250
Jan-18 2620 5833
Feb-18 2620 6417
Mar-18 2620 7000
Month
Total Scheduled
UDAs
Total UDAs
completed in
month
Apr-17 300 600
May-17 530 560
Jun-17 430 530
Jul-17 650 540
Aug-17 587 480
Sep-17 483 600
Oct-17 670 670
Nov-17 730 400
Dec-17
Jan-18
Feb-18
Mar-18
Total UDAs delivered - Scheduled activity vs. activity completed in month
Activity - Prototype UDAs delivered
0
1000
2000
3000
4000
5000
6000
7000
8000
Apr-17
May-17
Jun-17
Jul-17
Aug-17
Sep-17
Oct-17
Nov-17
Dec-17
Jan-18
Feb-18
Mar-18
Series1
Series2
0
100
200
300
400
500
600
700
800
0
100
200
300
400
500
600
700
800
Bottom half of the November 2017 capitation remuneration report
(1) From the top half of the
report, identify the month that
the report relates to. This is the
November 2017 report
(2) Identify the month that is
two months earlier than the
reporting month. This is because
practices have two months to
submit claims
(3) Select the percentage
achievement from the month two
months earlier than the reporting
month to enter into the modelling
tool, or use your own estimate
10. Prototype practice year-end calculation modelling tool
Cells requiring manual input
Practice name XXXXX Dental
Practice information (from capitation remuneration report)
Actual Annual Prototype Value (AAPV) £1,255,000.00
Capitation element (AAPV-C) £725,000.00
Activity element (AAPV-A) £530,000.00
Expected patient list (CECP) 15,000
Transitional allowance 200
Expected Capitated Population 14,800 less transitional allow ance
Expected Minimum Activity (EMA) 18,500
Contract value c/fwd - previous year (£) £5,000.00 Prior year under-performance
Estimated year-end delivery percentage (practice's own figures)
Prototype UDAs (number); or
Prototype UDAs (percentage) 92.00%
Estimated patient numbers 14,925
Estimated UDAs 17,020
Modelling tool – top half
(1) You will have input these
figures into the modelling tool as
explained in slide 6 earlier in the
presentation
(2) Now input your estimated
capitation and activity figures,
either based on the capitation
remuneration report or you
own calculations
11. Step 1 - Year end deliverypercentage for capitation and activity
Capitation 100.83%
Activity 92.00%
Step 2 - Applyrules for adjustments for activityand capitation delivery(exchange mechanism)
Capitation 100.83%
Activity 92.00%
Step 3 - Combine the year end achievement for capitation and activty
Capitation £731,041.67
Activity £487,600.00
Total £1,218,641.67
% total 97.10%
Step 4 - Applycarryforward fromprevious year
Carry forward from previous year Prior year under-performance £5,000.00
£1,213,641.67
% total 96.70%
Step 4a - Additional calculation if initial Y/E position is less than 90% (SFE 4.6 - CAAML)
Total £1,213,641.67
% total 96.70%
Step 5 - Calculate the final position and carryforward (if applicable) for next year
Initial year-end value £41,358.33
Initial year-end percentage 3.30%
Step 5a - Applytolerances to carryforward figures
Final year-end value Under-performance £41,358.33
Final year-end percentage 3.30%
For every 100 UDAs below your expected
minimum activity level (EMA)
59.27 extra patients are required to
achieve the same financial value
Modelling tool – bottom half
Step 1 – Raw capitation and
activity performance
Step 2 – Exchange mechanism
rules are applied to raw capitation and
activity performance, if criteria are
met
Step 3 – The step 2 percentages
are then applied separately to the
capitation and activity contract
values and added together to give
an overall total
Step 4 – The step 3 total value
is then adjusted to take into
account any carry forward from the
previous year. A revised
percentage is calculated
Step 4a – Only applies to cases
where the step 4 overall percentage
is less than 90%. This step limits the
under- performance to 90%,
otherwise the step 4 total appliesStep 5 – This calculates the final
year-end carry forward figure where
appropriate, or identifies the amount
to be paid back where performance is
less than 96%
Step 5a – only applies where
the practice over-performs by more
than 2%. This step limits any over-
performance to 2%, otherwise the
step 5 total applies
12. Exchange mechanism
The exchange mechanism enables practices to offset under-
performance on activity by over-performance on capitation, NOT
vice-versa.
Where practices utilise the exchange
mechanism, the bottom of the modelling
tool states how many additional patients you
need to see for every 100 UDAs you are
below your expected minimum activity
For every 100 UDAs below your expected
minimum activity level (EMA)
59.27 extra patients are required to
achieve the same financial value
A separate exchange mechanism briefing will be published separately
13. Further support
If you still require further assistance please
contact
dentalcontractreform@pcc.nhs.uk
The modelling tool can be downloaded from
www.pcc-cic.org.uk/article/making-it-work-practice