Multi-Clinic Consolidation
This use case explains how to consolidate multiple clinics into group level forecasts for healthcare and allied health groups using Model Reef.
You will:
Represent each clinic as a branch under a group structure.
Attach practitioner, billing and cost models to each clinic.
Model central overheads and group level financing.
Produce consolidated P&L, Balance Sheet, Cashflow and valuation.
The goal is a single model that supports both clinic level management and group level decision making.
When to use this pattern
Use this pattern when:
You operate multiple clinics, practices or locations.
You want both clinic level and group level financial visibility.
You need to make decisions about opening, closing, relocating or investing in clinics.
You plan to raise capital or sell a group and need investor quality outputs.
It brings together:
Clinic Level Profitability
Practitioner Utilisation Model
Medicare or Private Billing Forecast
Architecture overview
Multi clinic consolidation uses:
Branch tree
Group branch at the top.
One branch per clinic under regions if needed.
A separate branch for central overheads and group level items.
Clinic level models
Practitioner utilisation and billing per clinic.
Clinic specific staffing and overheads.
Clinic level capex and assets where appropriate.
Central functions and group structure
Central management and administration.
Shared marketing and systems.
Group level debt, equity and investment flows.
Outputs
P&L per clinic and for the group.
Consolidated Balance Sheet and Cashflow.
Valuation and scenario analysis.
Create branches for each clinic and central overheads
In the branch tree, build a structure such as:
GroupRegion - NorthClinic - North 1Clinic - North 2
Region - SouthClinic - South 1
Central Overheads
Use regions if you want regional reporting, or place clinics directly under the group if the network is small.
Central Overheads is used for group level costs and financing that should not sit within any single clinic.
Attach clinic level profitability models
Within each clinic branch, implement:
Practitioner utilisation drivers and variables.
Billing models for public scheme, private and gap revenue.
Staff, overhead and consumables cost.
Capex and depreciation where the clinic holds assets.
These follow the Practitioner Utilisation Model and Clinic Level Profitability patterns.
Ensure that variable names and categories are consistent across clinics so reports can aggregate correctly.
Add central overheads and group financing
In the Central Overheads branch, include:
Group leadership, finance, HR and IT staff costs.
Central marketing, brand and campaigns.
Corporate systems, licences and other shared services.
At the group branch, or in Central Overheads if you prefer, add:
Group debt and interest.
Equity injections and shareholder distributions.
Group level capex that is not tied to a specific clinic.
Keep central items separate from clinic branches so you can view clinic performance before and after group level costs.
Build consolidated reports and dashboards
Use reports and dashboards to show:
Clinic level views
Revenue and EBITDA per clinic.
Margin per clinic by practitioner type or service line.
Trend views for each clinic individually.
Group and region views
Consolidated P&L by region and for the group.
Consolidated Balance Sheet including clinic assets and group debt.
Cashflow and Cash Waterfall for the entire group.
Regional or clinic comparison charts.
Because branches roll up automatically in Model Reef, group level outputs will always reflect the sum of all enabled clinics plus central structures.
Apply clinic and region filters
Use branch filters in reports and dashboards to:
Focus on a single clinic or region.
Compare clinics within a region side by side.
View group totals including or excluding specific clinics.
This makes it easy to drill from group numbers down to an individual clinic and back again without manual consolidation work.
Use scenarios for network growth and consolidation
Clone the model into scenario models representing network strategies, for example:
Opening new clinics in new locations.
Closing underperforming clinics.
Relocating or merging clinics.
Changing central overheads or support structures.
Acquiring additional practices and integrating them into the group.
For each scenario, adjust:
Branch structure (adding or removing clinic branches).
Practitioner and billing assumptions per clinic.
Cost and capex per clinic.
Central overhead and financing assumptions.
Compare scenarios using:
Group and clinic level profit and cash.
Capital requirements for expansion.
Valuation and risk metrics for investors or lenders.
Tie consolidation to strategic and investor reporting
Once the multi clinic model is in place, you can:
Generate investor ready P&L, Balance Sheet and Cashflow outputs.
Build Cash Waterfall views that show operational performance and financing flows in one place.
Produce dashboards and packs for boards, lenders and acquirers.
Support discussions about clinic portfolio optimisation with quantitative evidence.
Because the same model underpins both clinic level operations and group level strategy, you reduce reconciliation work and maintain a single source of truth.
Check your work
Clinic list and structure match the real network.
Key clinics are modelled at sufficient detail, and smaller sites are grouped only where appropriate.
Revenue and cost totals by clinic and for the group reconcile broadly to recent actuals when calibrated.
Scenario comparisons are intuitive and match leadership expectations about how changes should behave.
Troubleshooting
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