SOMC Performance Dashboard: Fiscal Year 2010

Indicator Goal MetIndicator Goal Not MetBM = Benchmark   M = Moodys A2 median   S = Solucient Best Decile  

Indicator Goal BM Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun YTD
Increase Revenue GOAL BM JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN YTD
Days in Accounts Receivable ≤40.3 (YTD)
≤40.4 (Current Month)
M 51.3 41.7 41.8 42.9 42.9 45.0 41.4 43.9           43.9
Net Patient Revenue/FTE ≥11,885 (YTD)
≥11,787 (Current Month)
S 70,140 11,303 12,211 12,286 13,037 11,622 12,655 12,475           12,226
Decrease Expenses GOAL BM JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN YTD
Total Expense/CMI Adjusted Discharge ≤8,614 (YTD)
≤8,650 (Current Month)
S 5,260 7,917 8,177 8,390 8,697 8,572 8,182 7,497           8,230
Overtime Hours/Staff Worked Hours ≤2.6(YTD)
≤2.6 (Current Month)
S 2.1 2.8 2.5 2.8 2.7 2.9 2.9 2.3           2.7
Improve Bottom Line GOAL BM JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN YTD
Operating Cash Flow Margin ≥9.9 (YTD)
≥10.0 (Current Month)
M 9.6% 8.2 11.8 13.1 13.1 11.3 11.9 9.6           11.3
Operating Margin Ratio ≥-0.1 (YTD)
≥0.1 (Current Month)
M 2.6% -1.7 2.0 3.7 3.8 1.5 2.7 -0.2           1.8
Consolidated Total Margin Ratio ≥1.6(YTD)
≥0.7 (Current Month)
M 5.6% -0.6 3.0 4.6 4.8 2.6 4.4 0.1           2.8
Debt to Capitalization 42.9 (YTD)
42.9 (Current Month)
M 34.4% 43.1 42.7 42.3 42.2 41.8 41.8 41.8           41.8
Days Cash on Hand ≥187.7 (YTD)
≥187.7 (Current Month)
M 189.9 194.8 193.0 197.7 192.9 199.8 204.1 206.4           206.4
Max Debt Service ≥3.0 (YTD)
≥2.7 (Current Month)
M 4.8x 2.2 3.3 3.6 3.8 3.1 3.5 2.5           3.2

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Days in Accounts Receivable

An indicator of SOMC’s ability to timely send out bills and receive/process payments for services already rendered.

Why is this important?

An indicator of how quickly we get bills out, which drives how quickly we get bills paid.

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Net Patient Revenue/FTE

An indicator of SOMC’s overall financial and operational performance on a per employee basis.

Why is this important?

A big picture of productivity, the amount of net revenue we produce for the FTEs we have.

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Total Expense/cmi Adjusted Discharge

Driver of expenses and the bottom line.

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Overtime Hours/Staff Worked Hours

Driver of expenses and the bottom line.

Why is this important?

An indicator of cost effective use of labor resources

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Operating Cash Flow Margin

Measures the performance of the organization. Increasing values are favorable.

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Operating Margin Ratio

By excluding investment income/(loss), shows financial performance of SOMC from operations.

Why is this important?

Shows if we are making a profit from our core business

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Consolidated Total Margin Ratio

An indicator of SOMC’s total financial performance for the given time period.

Why is this important?

The bottom line including investment income

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Debt to Capitalization

Measures the long term debt in the corporation’s permanent capital structure. This is a measure of liquidity in the minds of creditors. Decreasing values are favorable.

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Days Cash on Hand

An indicator of the number of days SOMC could meet its average cash payments without collecting any revenue.

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Max Debt Service

A financial indicator that measures the Corporation’s ability to cover its debt obligations. Increasing values are favorable.

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