2013 Paper P5 QandA Sample download v1.pdf

Questions and Answers ACCA Paper P5 MAIN PAGE CONTENTS PV TABLE ANNUITY TABLE

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ACCA Paper P5:

ADVANCED PERFORMANCE MANAGEMENT

Questions and Answers

Published by Tony Surridge Online Limited in 2013

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I ask any lady reading these questions, answers and tutorial notes to be patient with my occasional use of the masculine pronoun in referring to the ‘manager’, the ‘member of staff’, the ‘planner’, and any other dramatis personae of the text, which I have used simply for grammatical convenience. I have a personal view that all general terms used in life, such as ‘man in the street’, ‘manning the office’, ‘manpower’, ‘man-made’ and so on should be de-masculinised as much as possible. This is not always easy when one is writing free-flowing text. Thank you. Tony Surridge






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ACCA Paper P5 – Advanced Performance Management Practice Questions and Answers

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Syllabus Study Guide The structure of the syllabus Intellectual levels A Strategic planning and control Learning hours and education recognition B External influences on organisational performance Guide to exam structure C Performance measurement systems and design Aim D Strategic performance measurement Main capabilities E Performance evaluation and corporate failure Relational diagram of main capabilities F Current developments and emerging issues in performance management Rationale Study guide Approach to examining the syllabus Examination structure

Contents Message from TonySurridge Online Ltd

Exam Status Questions and Answers June 2013 Pilot Paper: Questions and Answers Technical Articles for Paper P5

“Where shall I begin, please your majesty?” he asked. “Begin at the beginning,” the king said gravely, “and go on till you come to the end: then stop.” Lewis Carroll Through the Looking-Glass

ACCA Paper P5

ADVANCED PERFORMANCE MANAGEMENT

Questions & Answers


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Dear Friend, In this e-publication we have included examination questions ranging across the period 2002 – 2011 and these will provide vital examination practice for you, at the level required. ACCA have changed the examination format from the June 2013 exam. The new format is as follows: EXAMINATION STRUCTURE The examination will be a three hour paper in two sections: Section A

Section A will contain one compulsory question comprising of 50 marks Section B

In section B candidates will be asked to answer two from three questions comprising of 25 marks each Total 100 marks The Paper P5 syllabus has not changed much at all, just the format of the questions. We have included the Pilot Paper (Questions and Answers) in this download publication (pages 495 – 515) but the quality of the question has not changed. It is worth noting that the Examiner’s Pilot Paper Questions have been taken from past examination questions anyway: This supports our view that the questions are similar in content.

I recommend that you work through as many of theses questions as possible before your examination. Questions are a vital support for your learning stage. Kind regards TonySurridge Online Ltd

Pilot Paper Question number

Adapted from Past Exam Question

Mackerel Contracting 1 (page 495)

December 2011 (page 468)

Albacore Chess Stores 2 (page 503)

December 2011 (page 486)

Pharmaceutical Technologies Co 3 (page 508)

June 2011 (page 449)

PLX Refinery Co 4 (page 512)

June 2011 (page 463)






Contents: Exam-status Questions – 1 of 10 Pages

Question Answer

Privmed Hospital: December 2002 A question covering ABC, contract pricing and non –financial performance analysis

30 33

Mack-King Company: December 2002 A question covering the assessment of financial performance, the need for additional information, problems when assessing comparative financial performance and identifying separate measures for four stated areas

38 40

Motor Component Manufacturer: December 2002 A question covering aspects of the external environment, sources of such information and how an external environment information system could be introduced into a company

44 45

Mission Statement: December 2002 A question covering the role and content of a Mission Statement, how a Mission Statement contributes towards planning and performance measurement and the potential problems from using a Mission Statement to manage performance

47 48

Single Product Company: December 2002 A question covering costs, revenues and optimum output in an imperfect market

50 51

A Motor Car Manufacturer: June 2003 A question covering the preparation of a financial analysis; estimation of profit for three strategies; reconciliation of profit figures; use of ‘Gap Analysis’; use of sensitivity analysis; environmental analysis

53 55

Project X: June 2003 A question covering the calculations of net profit, RI, ROI, and NPV; the features of RI, ROI and NPV; and broader issues to be considered

61 62

Velo Racers: June 2003 A question covering Learning Curve Theory (LCT); price quotations based on the LCT; uses and problems of using LCT

66 67

Fire, Police, Education and Health: June 2003 A question covering ‘overall performance’ in respect of public services; problems when monitoring a public service; and ways by which such problems may be managed or overcome

69 70

Behavioural consequences: June 2003 A question covering the behavioural consequences of a management accounting system; the behavioural issues in the application of performance monitoring and transfer pricing, and overcoming associated problems

72 73

Our past examination questions and answers are based on the ACCA Official solutions. Note: the ACCA Official solutions are available free of charge on www.accaglobal.com.




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Question Answer

NW Entertainments Company: December 2003 A question requiring the preparation of a statement of budgeted net income; explanation of the use of a two-way data table; preparation of range of possible net income based on combined probability; use of expected values; and the identification of six performance measures which assess service quality

76 79

BLA Company: December 2003 A question covering Fitzgerald & Moon performance indicators; and factors considered in the determination of expected standards in a performance measurement system

84 86

Changing perceptions: December 2003 A question requiring discussion of the following statement: ‘The continued use of management accounting techniques may be viewed in the context of changing perceptions of the most appropriate method by which to measure performance.’

90 91

INA Company: December 2003 A question covering benchmarking; the introduction of a system of benchmarking; the problems associated with implementing a system of benchmarking; and addressing such problems

95 96

Bennett Company: December 2003 A question covering project evaluation and the use of target costing

99 100

NAW Group: June 2004 A question requiring the preparation of a statement of budgeted income; calculation of RI and ROI; discussion of factors other profit maximisation which should drive product mix strategy; discussion on the uses of RI and ROI; the use of an adjusted market price; and calculation and discussion of issues concerning transfer pricing

104 107

Division 0 of NAW Group: June 2004 A question requiring the preparation of a statement of budgeted customer profitability; discussion on the proposition that ‘customer profitability is as critical as product profitability’; and discussion on the initiatives that managers should consider in order to improve customer profitability

113 115

The needs of modern industry: June 2004 A question requiring identification and discussion of the circumstances that have brought about the proposition that traditional management accounting control systems have lost their ‘relevance’; evaluation of strategic cost management initiatives which may be used in order to restore the ‘relevance’ of management accounting control systems in today’s industry

119 120









Question Answer

NN Company: June 2004 A question covering zero based budgeting – implementation in a company, behavioural problems and also implementation in a ‘not for profit’ organisation

123 124

AV Charity: June 2004 A question covering value for money: critical evaluation of its application, performance measures to be used, and the difficulties of comparing the financial performance of a private sector company with a charity

128 130

Alocin Company: December 2004 A question concerning imperfect market conditions and covering: calculation of profit maximising output level, breakeven output and selling prices, pricing strategy generally and competitive strategy based on cost leadership product differentiation and niche marketing

134 136

Ride Company: December 2004 A question covering marginal costing, throughput accounting and comparisons

141 142

Contingency theory: December 2004 A question covering contingency theory of management accounting, business process re-engineering – application and problems

147 148

Woods Company: December 2004 A question covering replacement calculations using NPV, justification for the withdrawal of a product from the market, limitations of the analysis performed, and the benefits of withdrawing a product

151 153

Responsibility Accounting: December 2004 A question covering the ‘controllability’ principle and the difficulties in applying it, how the difficulties might be addressed, and setting financial targets using the engineered approach, the historical approach, and the negotiated approach

156 157

Quicklink Company: June 2005 A question covering the preparation of budgeted statements of income, comment on the performance of two businesses, reasons for acquisition strategy, benefits of a TQM programme

160 163

NCL Company: June 2005 A question covering possible conflicts between division and the board; merits of using IR based on annuity depreciation; and the evaluation of a proposed project

170 172

Beyond Budgeting: June 2005 A question covering the inherent weaknesses of the annual budget model, the ways in which the traditional budgeting process may be seen as a barrier to the achievement of the aims of EACH of the following models for the implementation of strategic change: (i) benchmarking; (ii) balanced scorecard; and (iii) activity-based models.

175 176









Question Answer

Dental Health Partnership: June 2005 A question requiring the preparation of a summary Statement of Income (Profit and Loss Account) and calculation of percentage of maximum capacity required to break; discussion of factors that distinguish service from manufacturing organisations; identification and explanation of quantitative non-financial performance measures that could be used to assess the ‘quality of service’ provided

178 180

Taliesin Company: June 2005 A question covering the appraisal of the performance of the company and evaluation of the extent to which the objective of growth has been achieved; discussion on the major benefits of pursuing a policy of internal development; and explanation on how the use of activity-based techniques may benefit the company

183 185

KCB Business Service Group: December 2005 A question covering a budgeted statement of income (Profit and Loss) which shows the profit/(loss) attributable to each of three services undertaken; by using the previous overhead allocation basis calculating the budgeted profit/(loss) attributable to each type of service; calculating size of seminar room that should be contracted using the criterion of expected value and using the Maximin and Minimax regret decision criteria; . advising the maximum amount that the management should pay for perfect information ; discussing six separate and distinct assessment criteria to assess the ‘value for money’ ; explaining the term ‘environmental management accounting’ and the benefits that may accrue to organisations which adopt it.

188 191

CSix Company: December 2005 A question covering ‘backflush accounting’ and just-in-time

197 198

Moffat Company: December 2005 A question covering information required at different levels of management; qualitative benefits of a new IT system.

201 202

Diverse Holdings Company: December 2005 A question covering advantages of a formal system of strategic planning; the use of SWOT analysis; assessing the competitive position of the company; and strategies that might be adopted

204 206

Astrodome Sports Company: December 2005 A question covering performance measurement problems; remedying the performance measurement problems; improving the measurement of customer satisfaction and specific discussions on performance measures

209 211

Great Western Cake Company: June 2006 A question covering learning curve calculations; improving estimated return; and target costing

214 216









Question Answer

EAJ Business Services Group: June 2006 A question covering the ‘performance pyramid’; and performance appraisal – financial performance, external effectiveness and internal efficiency

221 224

Specialist Clothing Company: June 2006 A question covering the BCG matrix; strategy that should be considered; and limitations of the BCG model

228 230

Stay Cool Company: June 2006 A question covering NPV, payback period and associated decision; advantages of using the payback period; the application of sensitivity analysis

233 234

Better Gardens Company: June 2006 A question covering the design, implementation and discussion of a reward scheme and reward schemes generally

237 238

Wonderland Company: December 2006 A question covering a statement of income; break-even calculation; calculations involving probabilities and expected values; a contract decision and related issues

241 244

RJ Business Consulting Group: December 2006 A question covering transfer pricing calculations, and the limitations of negotiated transfer prices

249 250

Vision Company: December 2006 A question covering the calculation of a profit gap; the use of Ansoff’’s product-market matrix to reduce the profit gap; and discussion concerning the existing product range

252 254

Our Timbers Company: December 2006 A question covering return on average capital employed and related discussion; evaluation of a proposed strategy; and comments on the use of in-sourcing raw materials

257 259

Performance management in an organisation: December 2006 A question covering discussion of indicated terms to illustrate differences between both profit-seeking and not-for-profit organisations

262 263

Geeland Bus Company: December 2007 A question covering operating and performance appraisal of two organisations; problems in undertaking a performance comparison of the two organisations; and a close or stay operating decision

266 269

Alpha Company: December 2007 A question covering calculation and comments of RI; different bases of the evaluation of divisional management performances; estimation of EVATM and advantages of using EVA

273 276









Question Answer

The Healthy Eating Group: December 2007 A question covering the calculation of average cost and expected sales margin; identification of critical success factors; and the impact of an enterprise resource planning system (ERPS) on the role of management accountants

279 280

GMB Company: December 2007 A question covering ABC calculations; identifying and discussing appropriateness of cost drivers; and problems encountered in the implementation of an ABC system

283 285

Blaina Packaging Company: December 2007 A question covering Porter’s five forces model; performance indicators which indicate that an organisation might fail as an entity

288 289

Health and Fitness Group: June 2008 A question covering calculations of ROI, RI, EVATM; sensitivity analysis; the use of complaints as a measure of quality performance; and benchmarking performance

292 294

Rubber Group: June 2008 A question covering the problems associated with the use of budgeting; and ways in which the problems may be overcome

299 301

Global Hotel Group: June 2008 A question covering strategic and economic factors which should be considered before a decision is made; and ways in which the possibility of [international] cultural differences might impact on the performance of a local workforce

305 306

Childrens Toy Company: June 2008 A question covering the production of statements of product profitability and associated comments; viability of a new product; calculation of minimum target contribution to sales ratio; and identification and discussion of an alternative strategy

309 311

Telecoms At Work: June 2008 A question dealing with cost analysis concerning quality costs; and estimation of the financial consequences of described options with recommendation

313 315

The Sentinel Company: December 2008 A question covering the evaluation of performance using stated measures; the evaluation of performance using Fitzgerald & Moon criteria; and benefits and problems of using ‘league tables’

317 320

Superior Software House: December 2008 A question covering the assessment of financial performance; criteria concerning quality assessment; and performance measures to be used to assess quality of service provided to clients

324 326









Question Answer

Motherhelp Company: December 2008 A question covering the ‘planning gap’; problems associated with corporate acquisition; environmental considerations; and ways that government can aid business

329 330

Better Agriculture Group: December 2008 A question covering the calculation of transfer prices; calculation of the effect of lowering a selling price to external customers; categorising quality costs and relating them to the division under review

333 335

Ornamentall Company: December 2008 A question covering ABC calculations and discussion

338 340

The Royal Laurel Hospital: June 2009 A question requiring the performance assessment of two hospitals; and evaluation of the use of the balanced scorecard

343 345

Franchising For You Company: June 2009 A question covering NPV; issues and valuation of ‘intellectual capital’; how reliance solely on financial measures can detract from effectiveness; and setting a selling price using Maximax, Maximin and Minimax regret decision rules

352 354

Universal University: June 2009 A question covering the application of : Agency Theory; Expectancy Theory; and ‘Hard Accountability’

357 358

McIntyre Resort: June 2009 A question covering the calculation of a profit-maximising fee in an imperfect market and the resultant profit; evaluation of a proposed decision; and comments on initiatives that management might consider

360 362

There 4 U Company: June 2009 A question covering Six-Sigma methodology – description, problems and suggestions

366 368

Benjamin Education College: December 2009 A question covering actual and budgeted statements; performance assessment; and issues that might restrict the extent to which a performance measurement system is accepted/supported by management and employees

371 373

RRR Group: December 2009 A question covering ‘beyond budgeting’; the application of a KPI performance appraisal process and the benefits of using it

377 380

SSA Group: December 2009 A question covering the use of an adjusted market price; calculations re the basis of transfer pricing; and a purchase decision

382 384









Question Answer

Cundy Aquatic Pursuits: December 2009 A question covering the evaluation of financial performance; the principal financial, economic and social considerations pertaining to a decision

387 389

Mission: December 2009 A question covering mission statements - purpose, potential benefits and potential problems; the use of ‘critical success factors’; identification and explanation of quantitative non-financial performance measures that could be used to assess the ‘quality of service’

392 393

Superior Business Consultancy: June 2010 A question covering non-financial performance indicators and the ‘balanced scorecard’; calculation of an actual average cost; reasons for trends shown by the figures; potential benefits/problems of employing subcontract consultants

395 397

Equine Management Academy: June 2010 A question requiring a statement showing the budgeted net profit or loss; possible net profit or loss statements based on probabilities; the use of expected values; reasons why a business venture had been decided

401 403

Local Government Housing Department: June 2010 A question requiring explanation of the meaning and relevance of (i) Value for Money (VFM) audit, (ii) economy, efficiency and effectiveness as part of the VFM audit and (iii) the relevance of intangibility, heterogeneity, simultaneity and perishability

406 407

Spare for Ships Company: June 2010 A question requiring a job to be costed using (i) traditional absorption and (ii) ABC and issues concerning the implementation of ABC; the application of ABM including the risks

409 410

Better Electricals Group: June 2010 A question covering the use of cost targets; assessment of forecasted profit re (i) financial and marketing, (ii) external effectiveness and (iii) internal efficiency

413 415

Film Productions Company: December 2010 A question covering critical success factors (CSFs) concerning monitoring and building, information required and PIs used to support CSFs.

418 420

Robust Laptops Company: December 2010 A question requiring an evaluation of traditional absorption versus ABC; recommended management action; and an explanation of the potential for using ‘beyond budgeting’

423 425









Question Answer

LOL Company: December 2010 A question covering value-based management and how it can be used to focus the company on shareholder interests; an assessment of the financial performance using EVA™ compared with those of earnings per share (EPS) growth and share price performance; and evaluation of VBM measures against traditional profit based measures of performance.

429 430

FGH Telecom: December 2010 A question covering environmental analysis and related performance indicators; the evaluation of available data and commentary on the company’s behaviour; suggestions on how the analysis could be improved

433 435

RM Batteries Company: December 2010 A question covering the strengths and weaknesses of quantitative and qualitative models for predicting corporate failure; commentary on the results in a spreadsheet; the qualitative problems that are apparent in a company’s structure and performance and an explanation as to their relevance to possible failure; critical assessment of the results of the analysis and additional data required

438 440

JHK Coffee Machines Company: June 2011 A question requiring the evaluation of a division’s performance and discussion about proposed measures; the criteria for designing a transfer pricing system with demonstrations of their use; the impact of a new executive information system

442 444

Pharmaceutical Technologies Company: June 2011 A question showing how the implementation of a balanced scorecard delivers a range of performance measures aligned with the corporate strategy; the evaluation of the performance measures proposed for PT’s balanced scorecard; identification and analysis of the influence of different external stakeholders on the regulator; and the application of the balanced scorecard approach

449 451

APX Accountancy: June 2011 A question covering Fitzgerald and Moon’s building block model of performance management; the evaluation of the existing performance management system at APX by applying the building block model; explanation of the main improvements the introduction of a building block approach to performance management could provide, and suggestions of specific improvements to the existing system of performance measures at APX in light of the introduction of the building block model.

454 455









Question Answer

ENT Entertainment Company: June 2011 A question covering BCG analysis of ENT’s business and the use of this to evaluate the company’s performance; a critical evaluation of this BCG analysis as a performance management system; evaluation of the divisional managers’ remuneration package in light of the divisional performance system and the BCG analysis.

458 460

PLX Refinery Company: June 2011 A question covering the discussion of different cost categories that would aid transparency in environmental reporting both internally and externally; explanation and evaluation on how the three environmental accounting techniques mentioned [in the question] can assist in managing environmental and strategic performance ; evaluation of the costing approach used for a unit’s performance compared to a lifecycle costing approach, with appropriate calculations.

463 465

Mackerel Contracting Company: December 2011 A question covering risk analysis, evaluation of a project using metrics and methods for decision making under uncertainty, and recommendations of appropriate choice of method

468 470

Cod Electrical Motors: December 2011 A question as to whether stated key performance indicators (KPIs) meet the expected features of a modern performance measurement system; explanation of how the performance pyramid (Lynch and Cross) can help a company reach its goal of a coherent set of performance measures; evaluation of a system using the performance pyramid and application of the performance pyramid to suggest additional KPIs and a set of operational performance measures for a company

476 478

Bluefin School: December 2011 A question which discusses the controls and security procedures that are necessary for management information; the evaluation of data made available and the improvements suggested to the information system

481 483

Albacore Chess Stores: December 2011 A question which assesses the suitability of branch information given as a means of assessing the shop manager’s performance for the store (involving calculations); the analysis of the performance management style and the evaluation of the company’s performance appraisal system with suggestions of suitable improvements to its reward system for the shop managers

486 488

Tench Cars: December 2011 A question covering the collection and use of quality costs ; discussion and evaluation of the impact of the Kaizen costing approach on the costing systems and employee management at the company; brief evaluation of the effect of moving to just-in-time purchasing and production, noting the impact on performance measures in the company

491 492








Contents: Pilot Paper – June 2013 Pages

Question Answer

Mackerel Contracting: Pilot Paper A question covering risk analysis, project evaluation, impact of the introduction of a new executive information system, comparison of traditional measures (ROCE etc.) and newer measures (EVATM). Answer in report format

495 497

Albacore Chess Stores: Pilot Paper A question covering the evaluation of a branch performance report, analysis of performance management style and the performance appraisal. Recommendations are required to support findings

503 505

Pharmaceutical Technologies Co: Pilot Paper A question covering balanced scorecard analysis, stakeholder analysis and two different applications of the balanced scorecard

508 510

PLX Refinery Co: Pilot Paper A question covering different cost categories, techniques used for managing environmental and strategic performance, impact of an input/output analysis on information systems, and comparison of costing approach used (in the case) with a lifecycle costing approach. The answer in report format.

512 514

Our Answers for the 2013 Pilot Paper are based on the ACCA Official solutions. Note: the ACCA Official solutions are available free of charge on www.accaglobal.com.

The function of wisdom is to discriminate between good and evil. Cicero







Privmed is a privately owned profit seeking hospital that specialises in operations to replace hip and knee joints. Privmed traditionally determines its prices by adding a 10% mark-up to the budgeted full cost of an operation. The fixed overheads are absorbed on the basis of operating hours using a predetermined rate. Privmed Operating and Financial Data for 2013 Hip Knee Total Total operating capacity (hours) 10,800 Theatre utilisation ratio 70% Average duration of operation 3·0 hours 3·6 hours Number of operations taken * 1270 Total Costs $15,036,780 Fixed overheads $12,000,000

* not given

The variable costs per operation are as budgeted. Privmed Budgeted Data for 2013 Hip Knee Total Fixed overhead $12,000,000 Annual operating hours 8,000 Variable cost per operation $1,450 *

* not given

Required:

(a) Calculate the number of hip operations undertaken during the year and the variable cost of performing a knee operation. (4 marks) (b) Calculate the prices that Privmed would have charged in 2013 for: (i) A hip operation;

(ii) A knee operation. (4 marks) (c) An activity based costing study recently discovered that the fixed overheads are determined by non operating time related activities. The study revealed the following data:

Privmed Hospital: Question

A question covering ABC, contract pricing and non –financial performance analysis

Activity Cost Driver Hip Knee Fixed 0verheads

Consultations with potential patients

Number of consultations 3,000 2,000 $8,980,000

X-rays Number of X-rays 6,200 6,200 $1,800,000

Post-operative care Days of care 7,860 23,580 $1,220,000

A

A






(c) Required:

Re-calculate the prices that would have been charged in 2013 for each knee and hip operation by using an activity based costing approach. (5 marks) (d) Compare the results of your calculated prices in (b) and (c) and suggest with reasons what pricing decisions you would recommend to the hospital. (5 marks) (e) The Regional Public Health Authority is under pressure to reduce the length of its patients’ waiting lists for knee and hip operations. In an effort to improve the situation the area manager has approached Privmed and asked them to consider whether they would undertake some operations on a fee-paying basis. The approach is welcome, as the hospital’s Theatre Manager would like to improve the utilisation of the facilities. Indeed, the hospital recently employed a consultant for a fee of $70,000 to assess the financial viability of undertaking public health authority operations at differing levels. The consultant concluded that contracting to undertake public health authority operations would also add to the administrative workload currently undertaken by the hospital e.g. billing and quality monitoring activities. It would be necessary to employ an additional clerk for $15,000 pa and additional variable administrative cost per operation would be $150 for a knee operation and $100 for a hip operation. If the hospital were to take on this work, it must also consider an additional requirement to keep 2·5% of its total operating capacity spare to meet the immediate needs of its ‘special’ clients i.e. it cannot plan to use this proportion of its total capacity. The public health authority has approached the hospital and has proposed two alternative one-year contracts: Contract (1) The hospital would be required to perform an equal number of hip and knee operations during the next year that would utilise their remaining available spare capacity. The public health authority has agreed that the contract price should be composed of all the relevant incremental costs of the contract plus an 80% mark up. Contract (2) The hospital would be required to perform 1,500 knee operations. The public health authority will refund all the additional administrative costs resulting from the contract. The 1,500 additional knee operations would require the hospital to install a temporary operating theatre for a total cost of $500,000 with a two-year life. On completion of the contract, the hospital estimates that it could lease the temporary theatre during its second year with the following revenue estimates:

30% probability of earning $200,000 40% probability of earning $100,000 30% probability of earning $80,000

The public health authority is only prepared to pay $3,500,000 in addition to the refund of administrative costs for this one-year contract. Required:

(i) Calculate the contract price and estimated financial benefit of Contract 1; (7 marks)

(ii) Calculate the estimated financial benefit of Contract 2. (3 marks)

Note: The data/calculations in this section are at 2013 price levels. The Question continues on the next screen

A

A

A

A






(f) If either of the contracts were to be taken on, it would result in no capacity being available to meet an unexpected increase in demand from its private patients.

Required:

Explain the potential revenue consequences of such an event occurring and compile a list of information/data that you require to assess the financial consequences of the private patient demand unexpectedly rising to 80% of the total capacity during the contract year. (7 marks) (g) Suggest three broad areas of non-financial performance that the public health authority is likely to have to monitor as part of a contract involving knee and hip operations. Your answer should include specific variables that are to be monitored. (5 marks) (40 marks)

On the road to Mandalay Where the flying fishes play

And the Dawn comes up like thunder out of China 'cross the bay

‘On The Road To Mandalay’

Song sung by Lawrence Tibbett

Lyrics by Rudyard Kipling, Music by Oley Speaks, 1907

"Mandalay" is a famous poem by Rudyard Kipling that was first published in the collection Barrack-Room Ballads, and Other Verses, the first series, published in 1892. The Mandalay referred to in this poem was the sometime capital city of Burma.

On The Road To Mandalay Lawrence Tibbett From the Album The Song Is You

A

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http://www.amazon.co.uk/gp/product/images/B001W63BYI/ref=dp_image_0?ie=UTF8&n=77197031&s=dmusic�



(a) Current utilisation = 0·7 x 10,800 = 7,560 Hours spent on knee operations = 1,270 x 3·6 = 4,572 Hours spent on hip operations = 7,560 – 4,572 = 2,988 No of hip operations = 2,988/3 = 996 Total variable costs = $15,036,780 – $12,000,000 = $3,036,780 Less variable costs of hip operation On private patients (996 x $1,450) $1,444,200 ––––––––– = Variable cost of knee operations $1,592,580 ––––––––– Therefore the variable cost of one knee operation on a private patient:

= $1,592,580/1,270 = $1,254 (b) (i) and (ii) Hip Knee $ $ Variable costs 1,450 1,254 Absorbed Fixed Overhead** 4,500 5,400 ––––– –––––– 5,950 6,654 +10% mark-up 595 665·4 ––––– –––––– Price 6,545 7,319·4 ––––– ––––––

** workings $12,000,000/8,000 hours = $1,500 hourly overhead absorption rate

Hip = 3 hours x 1,500 = $4,500 Knee = 3·6 hours x 1,500 = $5,400

(c) Hip Knee Total Consulting (3:2) 5,388,000 3,592,000 = 8,980,000 X-ray (1:1) 900,000 900,000 1,800,000 Post operative care (1:3) 305,000 915,000 1,220,000 –––––––––– –––––––––– ––––––––– 6,593,000 5,407,000 12,000,000 –––––––––– –––––––––– ––––––––– ÷ no of operations 996 1,270 –––––––––– –––––––––– = Overhead per operation 6,619·5 4,257·5 –––––––––– –––––––––– Variable cost 1,450 1,254 Fixed Overhead 6,619·5 4,257·5 –––––––––– –––––––––– Total cost per operation 8,069·5 5,511·5 +10% mark-up 807 551.1 –––––––––– –––––––––– Price 8,876·5 6,062·6 –––––––––– ––––––––––

Privmed Hospital: Answer

A question covering ABC, contract pricing and non –financial performance analysis

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(d) The traditional pricing method based on operating hours does not consider the activities that drive costs. The activity based information identifies the causes or ‘drivers’ of costs. The costs arising from the performance of hip operations exceed the current prices being charged for them – each hip operation makes a loss. On the other hand, the price charged for a knee operation is far in excess of the costs arising from the operation. Indeed, the hospital may be losing some knee patient business because their prices are far above their costs and may possibly be set at an uncompetitive level. The hospital would need to consider the general market environment before making a final decision, but on the information currently available, they should lower the price of their knee operations and increase the price of the hip operations. (e) (i) Contract 1

Available capacity Hours Total 10,800 70% used (7,560) 2·5% (kept spare) (270) –––––– Available for contract 2,970 –––––– The number of knee and hip operations possible can be solved by formulating `simultaneous equations and then solving them. 2,970 = 3h + 3·6k h = hip k= knee k = h

2,970 = 3h + 3·k 0 = 3h – 3k ––––––––––––––––––––––– 2,970 = 6.6k

2,970/6.6 = k = 450

Hours Check: 450 x 3·6 = 1,620 450 x 3·0 = 1,350 ––––– Total hours 2,970 –––––

Therefore 450 knee and 450 hip operations are possible

$ Hip 450 x (1,450 + 100) = 697,500 Knee 450 x (1,254 + 150) = 631,800 –––––––– Total Variable Costs = 1,329,300 + Clerk’s salary 15,000 –––––––– Total attributable cost = 1,344,300 The mark up is 80% of the net attributable cost = Contract Price = 1,344,300 x 1·8 = $2,419,740 Net benefit = 1,075,440

N.B. The $70,000 consultancy fee should be ignored in the calculation – it is a sunk cost and is not attributable to this contract.

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(e) (ii) $ $ Variable cost of 1,500 knee operations x $1,254 1,881,000 Property 500,000 Revenue in year 2 · 0.3 x 200,000 = 60,000 0·4 x 100,000 = 40,000 0·3 x 80,000 = 24,000 (124,000) –––––––– 376,000 376,000 –––––––– –––––––––– Net attributable cost 2,257,000 –––––––––– Contract price 3,500,000 Attributable costs 2,257,000 ––––––––– Net financial benefit 1,243,000 (f) Potential revenue consequences:

– loss of alternative revenues from private patients who cannot be treated within the contract period

– turning away private patients during the contract period may have adverse long-term consequences – loss of goodwill and they go elsewhere in future

– a satisfactory service to the public health authority may result in a contract extension, providing long-term guaranteed revenues

– the increase in demand that cannot be met may provide the opportunity to raise/re- negotiate future prices and hence revenues with the public health authority

The financial consequences are essentially concerned with identifying the opportunity costs of not being able to meet the increase in private patient demand when it rises from 70% to 80% of capacity.

Information/data is required to provide estimates :

– lost patient numbers

– type of operations not carried out

– lost revenues

– the associated costs that have been avoided

– the long-term consequences of lost goodwill arising from turning away patients

– will any switching take place between public health and private patients – how significant? Revenue and cost consequences?

– what it is the probability of the 80% utilisation ratio being maintained permanent?

– what are the operational and financial consequences of expanding capacity in both the short and the long term?

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(g) Non-financial Performance Indicators:

– they will be concerned with ensuring that the operations are being carried out according to an agreed schedule of activity. This may be undertaken by comparing the cumulative running totals of scheduled operations with actual numbers

– Surgical Quality – the health authority will wish to monitor the ‘quality’ of the surgery. This may involve monitoring post operative treatments, the health of the patients before and after the operation, and the number of fatalities

– Non-Medical Service Quality – this could involve monitoring any non-medical areas of service provision, e.g. patients’ attitudes towards the quality of food supplied, the manner in which they were received at the reception or the information provided to concerned relatives.

English saying:

A golden key can open any door

Meaning: Money opens any door. Origin This notion must be as old as money itself. The first person who is known to have written it down is the English playwright John Lyly, in Euphues and his England, 1580: “Who is so ignorant that knoweth not, gold be a key for euery locke, chieflye with his Ladye”.

The proverb was the basis of the 1969 British comedy The Magic Christian, in which characters played by Peter Sellars and Ringo Starr use large amounts of money to bribe people to humiliate themselves by doing things completely out of character.

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Examiner’s Report

You might find it useful to know what the Examiner reported about the quality of answers for this scenario.

Many candidates provided good overall solutions to this question and obtained more than 20 marks. Parts (a), (b) and (c) resulted in high marks for most candidates and many candidates obtained the maximum of 13 marks available for these sections. In Part (d) most candidates made reasonable comparisons between the results obtained in Parts (b) and (c). Part (e) was generally well answered although many candidates failed to recognise that the consultant fee paid by the hospital was a sunk cost and therefore not attributable to the contract. Other common errors in Part (e)(i) included incorrect calculation of the total number of operations that could be performed and the non-inclusion of attributable cost of employing an additional clerk. In Part (e)(ii) many candidates did not include the variable cost of performing knee operations that they had calculated in Part (a) of the question. The answers to Part (f) were disappointing. Many candidates did not provide any answer whatsoever to Part (f), and those answers provided were generally disappointing, being much too superficial, given that 7 marks were available. The majority of candidates provided reasonable comments on non-financial performance indicators which were the subject of Part (g).

Mr. Right's coming, but he's in Africa, and he's walking” Oprah Winfrey Oprah Winfrey (born Orpah Gail Winfrey; January 29, 1954) is an American media proprietor, talk show host, actress, producer, and philanthropist. Winfrey is best known for her self-titled, multi-award-winning talk show, which has become the highest-rated program of its kind in history and was nationally syndicated from 1986 to 2011. She has been ranked the richest African-American of the 20th century, the greatest black philanthropist in American history,and was for a time the world's only black billionaire.She is also, according to some assessments, the most influential woman in the world.

Oprah Winfrey: A Biography (Greenwood Biographies)

Helen S. Garson

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Technical Articles ACCA Paper P5

The following TWO screens provide links to the technical articles which are appropriate for ACCA Paper P5. The articles are hyperlinked – simply click and go!






Reward schemes for employees and management 03 Jan 2013 A major part of performance management involves managing employees and managers, as their performance will have a major effect on the performance of the organisation as a whole. This article looks at how reward schemes can be used to influence the behaviour of employees Benchmarking 01 Sep 2012 Many governments around the world have undertaken reforms aimed at making public sector organisations more accountable. One of the key features of these reform programmes has been the increasing use of performance measures like benchmarking, where one organisation compares its performance in a specific area with another - the benchmark - to identify areas for improvement The Performance Prism 02 Feb 2012 The Performance Prism has been described as a second generation performance management framework. In this article, we find out why its authors consider it a necessary replacement for established performance models like the balanced scorecard and performance pyramid Economic value added versus profit-based measures of performance - pt 2 26 Jul 2011 In the second part of his article on Economic Value Added (EVA), Nick Ryan focuses on how to interpret the calculated EVA and its use as both an organisational and divisional performance measure Economic value added versus profit-based measures of performance 12 Jul 2011 In the first part of two articles, Nick Ryan looks at an alternative performance measurement system, Economic Value Added - or EVA - which has gained widespread use among companies such as Siemens, Coca Cola and Herman Miller The risks of uncertainty - part 2 01 Oct 2009 In this article on the risks of uncertainty, we build upon the basics of risk and uncertainty addressed in the first article published in the first part to examine more advanced aspects of incorporating risk into decision making Transfer pricing 01 Oct 2009 Transfer prices are almost inevitably needed whenever a business is divided into more than one department or division Not-for-profit organisations - part 2 01 Oct 2009 The second part of the article takes a specific and deeper look at charities, which are one of the more important types of not-for-profit organisations Not-for-profit organisations - part 1 01 Sep 2009 The first part of the article broadly describes the generic characteristics of not-for-profit organisations The risks of uncertainty - part 1 01 Apr 2009 This article considers the concepts of risk and uncertainty will be introduced together with the use of probabilities in calculating both expected values and measures of dispersion




http://www.accaglobal.com/content/dam/acca/global/PDF-students/2012s/sa_jan13_p5_reward_a.pdf�

http://www.accaglobal.com/content/dam/acca/global/PDF-students/2012s/sa_sept12_p5_benchmarking.pdf�

http://www.accaglobal.com/content/dam/acca/global/PDF-students/2012s/sa_mar12_p5_perfprism.pdf�

http://www.accaglobal.com/content/dam/acca/global/pdf/SA_Aug10_EVA_pt2.pdf�

http://www.accaglobal.com/content/dam/acca/global/pdf/sa_july11_perfmeasurement.pdf�

http://www.accaglobal.com/content/dam/acca/global/PDF-students/2012s/sa_oct09_pogue.pdf�

http://www.accaglobal.com/content/dam/acca/global/pdf/sa_oct09_garrett3.pdf�

http://www.accaglobal.com/content/dam/acca/global/PDF-students/acca/p5/tech/not_for_profit.pdf�








http://www.accaglobal.com/content/dam/acca/global/pdf/sa_oct09_souster.pdf�








http://www.accaglobal.com/content/dam/acca/global/PDF-students/2012s/sa_apr09_pogue.pdf�






Accounting and organisational cultures 18 Nov 2008 Graham Morgan describes the Financial Control Culture and the Excellence/Service Culture and the type of performance contracts associated with both Business failure 07 Jul 2008 Michael Pogue, assessor for Paper P5, discusses the various failure prediction models Defining managers' information requirements 01 Aug 2006 Jim Stone describes how critical success factors are used Business strategy and performance models 01 Apr 2006 This article provides a brief overview of three models to assist accountants in the determination of business strategy and in the appraisal of business performance




http://www.accaglobal.com/content/dam/acca/global/PDF-students/2012/sa_novdec08_morgan.pdf�

http://www.accaglobal.com/content/dam/acca/global/PDF-students/2012/sa_jj08_mpogue.pdf�

http://www.accaglobal.com/content/dam/acca/global/PDF-students/2012s/sa_aug06_stoneACCA.pdf�

http://www.accaglobal.com/content/dam/acca/global/PDF-students/2012/sa_apr06_johnsonACCA.pdf�



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Questions and Answers Remember… where available we also provide Study Text, Question and Answer practice papers, Revision Mnemonics and Charts, and Case Studies. From all of us here at Tony Surridge we hope that you have found our +AddVance study materials useful, informative, and above all easier and more enjoyable to learn. We value your opinion and welcome any constructive feedback or reviews you may wish to give, so we can best improve our quality of service and product range. Please feel free to email us at [email protected] Please also remember that the www.tonysurridge.co.uk website offers numerous other facilities in addition to these affordable and high quality ACCA study materials. We provide: a specialist Accounting and Finance only Job Board offering the latest available positions throughout the UK, eight financial news channels keeping you abreast of industry related topics, a lively Facebook page to place your questions and discuss a variety of business topics, and global business seminars for finance managers and business professionals looking to increase their industry knowledge. We aim to progressively improve and increase our range of service, and we already have some juicy new additions in the pipeline… so keep an eye out for new changes to the website as and when they are launched! As a final word, from all of us at Tony Surridge, we just want to wish you “Best of Luck” in your exams, and hopefully we’ll see you back for your next paper. Chris Surridge Managing Director www.tonysurridge.co.uk

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