Textbook of Urgent Care Management: Chapter 46, Urgent Care Center Financing
By Glenn Dean
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About this ebook
Chapter 46 includes:
The Financial Plan
- Debt Financing
- Equity Financing
Sources of Capital
- Regulation D
- Legal Entities and Investment
- Friends and Family
- Term Sheet
- Subscription Agreement
- Bank Financing
- Government-Guaranteed Loans
- Angel Investors
- Private Equity
- Cash Requirements
Preparing the Company
The Private Equity Process
- Engaging with a Firm
- Letter of Intent--Term Sheet
- Due Diligence
- Selection
- Challenges of Private Equity Funding
Hiring Consultants
Glenn Dean
Glenn Dean was commissioned as an Armor officer through the Army ROTC program at the Florida Institute of Technology with a degree in Aerospace Engineering. He was subsequently assigned to operational Armor and Cavalry assignments in the 24th Infantry Division, 3rd Infantry Division, and the 1st Cavalry Division, as well as a tour in Recruiting Command. After completing graduate work in Industrial & Systems Engineering at the Georgia Institute of Technology, he transitioned to the Army Acquisition career field. He currently works in weapons systems development and has worked in combat development, program management, and technology development in the fields of small arms, medium caliber cannons, ammunition, and combat vehicles.
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Textbook of Urgent Care Management - Glenn Dean
CHAPTER 46
Urgent Care Center Financing
Glenn Dean
from
CHAPTER 46
Urgent Care Center Financing
Glenn Dean
THE FINANCIAL PLAN
For any phase of the business cycle, the primary and fundamental step in identifying the capital needed for funding the business is the creation of a detailed and integrated financial plan. As discussed in other chapters, a pro forma income statement is insufficient for projection of capital requirements primarily because of capital expenditures and the timing of cash flows. Instead, an integrated balance sheet and statement of cash flows is preferred for determining capital requirements.
The working capital equation is a commonly used method for evaluation of capital needs of an organization. Working capital is a measure of operational efficiency and financial liquidity, and an indication of a company’s ability to satisfy short-term obligations and generate free cash flow. Positive working capital predicts capability of funding continuing operations without the need for raising capital through issuing equity or incurring debt. Conversely, negative working capital exposes the likely requirement for a funding source. This is the formula:
Working capital = [Current assets] – [Current liabilities]
For urgent care center businesses, this equation translates to cash and accounts receivable minus accounts payable and accrued expenses. Calculating and managing working capital as a predictor of future cash needs has some drawbacks. The equation does not take the timing of cash flow into account. The accounts receivable collection cycle is usually longer than accounts payable terms. Salaries, benefits, medical supplies, rent,