HLTH 5653 Module 2 Ratio Analysis Paper Example

199 Days of Cash and a Covenant Nobody Is Watching: Interpreting Liquidity, Debt and Coverage Ratios for a Hospital That Lost Money on Operations

Student Name

American College of Education

HLTH5653: Financial Analysis and Assessment in Healthcare Administration

Module 2 Assignment

Instructor Name

July 10, 2028

Why Ratios, and Compared With What

Module 1 read the income statement and balance sheet of a composite 124-bed nonprofit community hospital, the sole hospital in its county, and found an operating loss of $2.2 million hidden by $7.9 million of investment income, labor costs growing twice as fast as revenue and a plant that is aging. Ratios turn those observations into measures that can be tracked and compared. A ratio on its own means little, however. This analysis compares each ratio with the hospital's prior year, to show direction, and with the two tests written into its bond agreement, to show how much room remains. Bondholders require coverage of debt payments of 1.25 times or better and a cash cushion worth 75 days of spending.

Ratios also carry predictive value. Holmes et al. (2017) developed an index that uses hospital and community characteristics to forecast financial distress, measured as unprofitability, equity decline, insolvency and closure, two years ahead for rural hospitals; hospitals in the highest risk category closed at four times the rate of those in the next category. Ratios are most useful not as a grade for last year but as an early warning about the year after next. All dollar figures below are in millions.

Liquidity: Can the Hospital Pay Its Bills?

The current ratio divides current assets by current liabilities: $59.0 divided by $41.0 is 1.44, down from 1.53 the year before. The hospital can meet its obligations due within a year from its current assets, with less margin than before. Days cash on hand is the more important liquidity measure for hospitals, because it includes board-designated investments that can be used in an emergency. It divides cash and investments, $18.2 plus $96.4 or $114.6, by daily operating expenses excluding depreciation, $223.2 minus $13.2 divided by 365, or $0.575 a day. The result is 199 days, down from 228 days a year earlier.

By itself, 199 days is strong, and far above the covenant minimum of 75, which in dollars means the hospital must keep at least $43.2 in cash and investments. The trend is the concern: the hospital lost 28 days in one year, partly because cash fell and partly because daily expenses rose. Days in accounts receivable, net receivables of $31.8 divided by daily net patient revenue of $0.582, rose from 51.0 to 54.6. Each additional day holds about $0.58 of cash in receivables, so the slower collections alone tie up about $2.1 that could otherwise be in the bank.

Debt: How Much Does the Hospital Owe Relative to What It Owns?

Long-term debt to capitalization divides long-term debt by long-term debt plus net assets: $96.8 divided by $254.8 is 38.0 percent, down from 39.9 percent. Cash to debt divides cash and investments by total debt, $114.6 divided by $102.0, or 112 percent, almost unchanged from 115 percent. On these measures, the hospital's debt is moderate and its reserves exceed its debt, so it could in principle repay all of it.

The declining debt ratio is not entirely good news. It fell because the hospital is repaying principal and not borrowing, while average age of plant, accumulated depreciation of $171.6 divided by annual depreciation of $13.2, rose from 12.3 to 13.0 years. A hospital with moderate debt and an aging plant has borrowing capacity it is not using, and the question for the board is whether it should, before equipment and building systems fail. Langabeer et al. (2018), studying 310 acute care hospitals in Texas over four years, found that 16.1 percent were in financial distress in the most recent year and that distressed hospitals had fewer beds, lower patient acuity and less outpatient revenue. Capital investment in services that raise outpatient revenue is one way a hospital of this size can move away from that profile.

Coverage: Can the Hospital Service Its Debt?

The debt service coverage ratio compares the cash available to pay debt with the debt payments due. It adds excess of revenue over expenses, depreciation and interest, $5.7 plus $13.2 plus $4.1 or $23.0, and divides by principal and interest due, $5.2 plus $4.1 or $9.3. The result is 2.47, down from 2.85, and well above the covenant minimum of 1.25. Operating margin fell from positive 1.5 percent to negative 1.0 percent, and total margin from 4.2 percent to 2.5 percent.

The coverage ratio, however, includes investment income. Without the $7.9 in investment returns, the numerator would be $15.1 and the ratio 1.62. If the operating loss grew to $6.0 in a year with no investment income, which would happen if labor costs grew as they did this year while markets were flat, the numerator would be $11.3 and the ratio 1.22, below the covenant. The hospital's comfortable coverage ratio therefore depends on the markets and on stopping the operating decline. A covenant is breached not when a hospital runs out of money, but when a ratio crosses a line in a single bad year.

Reading the Ratios Together

Taken together, the ratios describe a hospital with a strong balance sheet and a weakening operating position. Liquidity is high but falling. Debt is moderate and declining, but because the hospital is not reinvesting, not because it is strong. Coverage is comfortable only with investment income, and it could fall below the covenant within a year if operating losses deepen. Receivables are slowing. None of these alone signals distress; together, they show a hospital drawing on the strength of its past to cover the weakness of its present.

In the national analysis by Ly et al. (2011), the hospitals whose operating margins ranked in the bottom decile were the ones most often closed, merged, acquired or converted within a year, and they also posted poorer process scores and more readmissions than the best-margin decile. This hospital is not in that group, but a second year of the current trend would move it toward it. The distance matters for a sole community hospital: the services most often cut when margins stay negative, such as obstetrics, are the ones residents would then have to travel to another county to find. A board that understands the ratios as a trajectory rather than a snapshot has time to act while choices remain.

Findings Ranked by Urgency

First, the operating trend, driven by labor, must be reversed, because it threatens the coverage covenant as well as reserves; the board should see a quarterly operating margin and a coverage ratio calculated without investment income. Second, collections should be examined, since four days of receivables represent more than $2 of cash and the cause may be a fixable billing or payer problem. Third, the aging plant needs a capital plan, and the hospital's moderate debt and strong reserves give it room to fund one if operations stabilize. Fourth, days cash on hand should be monitored, but at 199 days it is the least urgent concern. The next module examines payer mix and reimbursement, which may explain why revenue is growing more slowly than volume.

References

Holmes, G. M., Kaufman, B. G., & Pink, G. H. (2017). Predicting financial distress and closure in rural hospitals. The Journal of Rural Health, 33(3), 239-249. https://doi.org/10.1111/jrh.12187

Langabeer, J. R., II, Lalani, K. H., Champagne-Langabeer, T., & Helton, J. R. (2018). Predicting financial distress in acute care hospitals. Hospital Topics, 96(3), 75-79. https://doi.org/10.1080/00185868.2018.1451262

Ly, D. P., Jha, A. K., & Epstein, A. M. (2011). The association between hospital margins, quality of care, and closure or other change in operating status. Journal of General Internal Medicine, 26(11), 1291-1296. https://doi.org/10.1007/s11606-011-1815-5