Question
What are the NPV, IRR, MIRR, and payback of the proposed ambulatory surgery center? Do the measures indicate acceptance or rejection of the proposed ambulatory
What are the NPV, IRR, MIRR, and payback of the proposed ambulatory surgery center? Do the measures indicate acceptance or rejection of the proposed ambulatory surgery center?
One board member wants to make sure that a complete risk analysis, including sensitivity and scenario analyses, is performed before the proposal is sent to the board. a.)Perform a sensitivity analysis. b.) What management information is provided by the sensitivity analysis?
Jules Bergman is aware that there are some qualitative factors that are relevant to the surgery center decision.
a. What qualitative factors might support project acceptance?
b. What qualitative factors might preclude project acceptance?
c. Can you think of any costs that might be associated with the project that have not been included in the analysis?
d. Are there any potential benefits that have not been included?
e. What additional data would you seek from other hospital staff members to conduct a more thorough analysis?
Considering all points, would you build the ambulatory surgery center?
CORAL BAY HOSPITAL | ||||||||
Traditional Project Analysis | ||||||||
This case illustrates a complete capital budgeting analysis, including cash flow analysis | ||||||||
and profitability measures. Note the model extends to Column I. | ||||||||
The model consists of a complete base case analysisno changes need to be made | ||||||||
to the existing MODEL-GENERATED DATA section. However, all values in the student | ||||||||
version INPUT DATA section have been replaced with zeros. Thus, students must determine | ||||||||
the appropriate input values and enter them into the model. These cells are colored red. | ||||||||
When this is done, any error cells will be corrected and the base case solution will appear. | ||||||||
Note that the student version does not contain any risk analyses, so students will have to | ||||||||
create their own if required by the case. Furthermore, students must create their own | ||||||||
graphics (charts) as needed to present their results. | ||||||||
INPUT DATA: | KEY OUTPUT: | |||||||
Land initial cost | $150,000 | NPV | $875,020 | |||||
Land opportunity cost (and salvage value) | $200,000 | IRR | 12.9% | |||||
Building/equipment cost | $10,000,000 | MIRR | 11.8% | |||||
Build/equipment salvage value | $5,000,000 | Payback | 4.1 | |||||
Procedures per day | 20 | |||||||
Average net patient revenue per procedure | $1,000 | |||||||
Labor costs | $918,000 | |||||||
Utilities costs | $50,000 | |||||||
Incremental overhead | $36,000 | |||||||
Supply cost ($/procedure) | $200 | |||||||
Inflation rate on net patient revenue | 3.0% | |||||||
Inflation rate on costs | 3.0% | |||||||
Tax rate | 40.0% | |||||||
Revenues lost from inpatient surgeries | $1,000,000 | |||||||
Reduction in inpatient surgery costs | $500,000 | |||||||
Cost of capital | 10.0% | |||||||
MODEL-GENERATED DATA: | ||||||||
Depreciation Schedule: | ||||||||
MACRS | Deprec. | End of Year | ||||||
Year | Factor | Expense | Book value | |||||
1 | 0.20 | $2,000,000 | $8,000,000 | |||||
2 | 0.32 | 3,200,000 | 4,800,000 | |||||
3 | 0.19 | 1,900,000 | 2,900,000 | |||||
4 | 0.12 | 1,200,000 | 1,700,000 | |||||
5 | 0.11 | 1,100,000 | 600,000 | |||||
6 | 0.06 | 600,000 | 0 | |||||
Net Cash Flows: | ||||||||
Project Cash Flows | ||||||||
0 | 1 | 2 | 3 | 4 | 5 | |||
Land opportunity cost | ($200,000) | |||||||
Building/equipment cost | (10,000,000) | |||||||
Net patient revenue (including inpatient loss) | $4,000,000 | $4,120,000 | $4,243,600 | $4,370,908 | $4,502,035 | |||
Less: Labor costs | 918,000 | 945,540 | 973,906 | 1,003,123 | 1,033,217 | |||
Cost savings on inpatients | (500,000) | (515,000) | (530,450) | (546,364) | (562,754) | |||
Utilities costs | 50,000 | 51,500 | 53,045 | 54,636 | 56,275 | |||
Supplies | 1,000,000 | 1,030,000 | 1,060,900 | 1,092,727 | 1,125,509 | |||
Incremental overhead | 36,000 | 37,080 | 38,192 | 39,338 | 40,518 | |||
Depreciation | 2,000,000 | 3,200,000 | 1,900,000 | 1,200,000 | 1,100,000 | |||
Income before taxes | $496,000 | ($629,120) | $748,006 | $1,527,447 | $1,709,270 | |||
Taxes | 198,400 | (251,648) | 299,203 | 610,979 | 683,708 | |||
Project net income | $297,600 | ($377,472) | $448,804 | $916,468 | $1,025,562 | |||
Plus: Depreciation | 2,000,000 | 3,200,000 | 1,900,000 | 1,200,000 | 1,100,000 | |||
Plus: Net land salvage value | 180,000 | |||||||
Plus: Net building/equipment salvage value | 3,240,000 | |||||||
Net cash flow | ($10,200,000) | $2,297,600 | $2,822,528 | $2,348,804 | $2,116,468 | $5,545,562 | ||
Cumulative net cash flow | ($10,200,000) | ($7,902,400) | ($5,079,872) | ($2,731,068) | ($614,600) | $4,930,962 | ||
(For payback calculation) | ||||||||
Profitability and Breakeven Measures: | ||||||||
Net present value (NPV) | $875,020 | |||||||
Internal rate of return (IRR) | 12.9% | |||||||
Modified IRR (MIRR) | 11.8% | |||||||
Payback | 4.1 | |||||||
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