Indicator Goal Met Indicator Goal Not Met BM = Benchmark
| Indicator | Goal | BM | Jul | Aug | Sep | Oct | Nov | Dec | Jan | Feb | Mar | Apr | May | Jun | YTD |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Days in Accounts Receivable |
≤45.1 (Monthly) ≤44.4 (YTD) |
37.3 | 50.0 | 49.4 | 55.2 | 50.7 | 51.2 | 51.9 | 51.4 | 48.6 | 48.6 | 45.3 | 42.6 | 42.6 | |
| Net Patient Revenue/FTE |
≥10,684 (Monthly) ≥9,865 (YTD) |
65,656 | 9,677 | 9,438 | 9,827 | 9,294 | 8,657 | 8,855 | 10,077 | 10,410 | 10,368 | 11,338 | 10,954 | 9,887 | |
| Consolidated Total Margin Ratio |
≥4.6 (Monthly) ≥2.0 (YTD) |
15.9 | 6.2 | 2.0 | 1.5 | 0.6 | -10.6 | 8.0 | 3.4 | 3.5 | 2.8 | 10.5 | 5.2 | 3.2 | |
| Operating Margin Ratio |
≥2.8 (Monthly) ≥3.9 (YTD) |
4.6 | 0.4 | 0.8 | -8.8 | -12.6 | -8.0 | 2.2 | 2.3 | 1.4 | 9.1 | 4.1 | -0.1 | ||
| Labor Expense/cmi Adjusted Discharge |
≤4,679 (Monthly) ≤4,511 (YTD) |
2,588 | 3,973 | 3,894 | 4,278 | 3,969 | 4,135 | 4,198 | 4,028 | 3,980 | 3,702 | 3,498 | 4,251 | 3,897 | |
| Hours Worked/cmi Adjusted Discharge |
≤132.8 (Monthly) ≤123.7 (YTD) |
74.4 | 127.2 | 121.1 | 124.1 | 120.2 | 127.3 | 129.3 | 123.1 | 112.9 | 113.2 | 103.2 | 114.2 | 116.6 | |
| Total Expense/cmi Adjusted Discharge |
≤9,035 (Monthly) ≤9,034 (YTD) |
4,982 | 7,869 | 7,518 | 8,047 | 7,743 | 8,669 | 8,229 | 7,920 | 7,806 | 7,317 | 7,005 | 7,758 | 7,619 | |
| Overtime Hours/Staff Worked Hours |
≤4.0 (Monthly) ≤4.0 (YTD) |
2.5% | 4.1 | 4.2 | 3.8 | 3.7 | 3.3 | 3.3 | 3.2 | 2.9 | 2.7 | 2.5 | 2.6 | 3.3 | |
| Days Cash on Hand |
≥224.2 (Monthly) ≥224.2 (YTD) |
264.4 | 239.3 | 235.7 | 236.2 | 231.1 | 225.0 | 224.3 | 220.4 | 218.1 | 219.8 | 224.5 | 235.7 | 235.7 |
An indicator of SOMC’s ability to timely send out bills and receive/process payments for services already rendered.
An indicator of how quickly we get bills out, which drives how quickly we get bills paid.
An indicator of SOMC’s overall financial and operational performance on a per employee basis.
A big picture of productivity, the amount of net revenue we produce for the FTEs we have.
An indicator of SOMC’s total financial performance for the given time period. A 5% bottom line is budgeted for in order to an ongoing basis to update facilities and keep up with technology and other advances.
The bottom line including investment income
By excluding investment income/(loss), shows financial performance of SOMC from operations.
Driver of expenses and the bottom line.
An indicator of cost effective use of labor resources
An indicator of the number of days SOMC could meet its average cash payments without collecting any revenue.
Ingenix is used as the benchmark for the following indicators:
The Ingenix benchmarks represent the top 10th percentile of hospitals with over 150 million of revenue across the US.
Solucient is used as the benchmark for the following indicators:
The Solucient benchmarks are for all hospitals reporting in the US with similar patient volumes as SOMC.