I need help with the case study attached. I've answered questions 1-5 already. I mostly need the 5-year pro formas created in excel!

Individual Exercise: Solo Physician Medical Practice and Its Expansion to a Multiphysician Group Practice After graduation, Dr. Debra Johnson founded a solo medical practice that she incorporated under the name \"Primary Care Medical Specialists.\" Now, five years after her graduation from medical school, she has experienced significant growth in her patient volume. During that time she has been a primary care physician and has admitting privileges at CMC. Dr. Johnson's practice is located in Ocean County, which is anticipating an 18 percent population growth rate over the next five years. Dr. Johnson's schedule is already fully booked, and she has stopped taking new patients. She is considering expansion. Because Dr. Johnson has no formal business education, she has approached CMC leadership to assist her with some strategic planning. As part of the planning process, Dr. Johnson shared her most recent business tax return, which included the following income statement. Materials not yet edited. Copyright 2016 Foundation of the American College of Healthcare Executives. Not for sale. Income Statement, 2014 Revenue ($) Medicare/Medicaid 351,022 Commercial insurance 310,949 Other patient service revenue 301,179 Ancillary revenue 10,577 Investment income 10,000 Contributions and grants 6,185 Total 989,912 Expenses ($) Salaries Operating expenses Benefits Facility expenses Supplies Insurance Professional fees Total Net income 500,000 244,165 125,000 84,000 54,000 7,410 1,190 1,015,765 -25,853 Materials not yet edited. Copyright 2016 Foundation of the American College of Healthcare Executives. Not for sale. Individual Exercise (cont.) According to her appointment system, Dr. Johnson currently sees an average of 20 patients per day, which over a 250-day annual work schedule represents 5,000 patient visits. Based on the 18 percent population growth in Ocean County, Dr. Johnson's primary care practice could grow to 10 providers over the next five years. During the strategic planning process, CMC evaluated potential downstream revenue that could be generated from Dr. Johnson's referrals (see following data). Materials not yet edited. Copyright 2016 Foundation of the American College of Healthcare Executives. Not for sale. Materials not yet edited. Copyright 2016 Foundation of the American College of Healthcare Executives. Not for sale. Individual Exercise (cont.) Based on this information, answer the following questions: 1. Is Dr. Johnson's solo practice viable for the future? 2. Should Dr. Johnson recruit new providers or merge with another practice? 3. Should Dr. Johnson do just primary care or consider a multispecialty group? Identify pros and cons. 4. Can expanding practice size reduce expenses, increase net income, maintain independence, and increase contracting power? 5. Should Dr. Johnson sell her practice to CMC and become an employee? 6. How many years should the contract be guaranteed if she sells to CMC? 7. What compensation model is appropriate, including base salary and increases based on productivity or downstream revenue? Materials not yet edited. Copyright 2016 Foundation of the American College of Healthcare Executives. Not for sale. Individual Exercise (cont.) Assume Dr. Johnson decides to expand her practice by two providers annually for the next five years. Complete a five-year pro forma income statement for Primary Care Medical Specialists by including the additional providers. Plan on two providers total in year 1, four providers in year 2, six providers in year 3, eight providers in year 4, and ten providers in year 5. Also, budget for a second office location in years 4 and 5. Complete a five-year pro forma income statement for CMC's downstream revenue by including the additional primary care providers in Primary Care Medical Specialists. Materials not yet edited. Copyright 2016 Foundation of the American College of Healthcare Executives. Not for sale