NSL Business Plan 2004

North Sask Laundry
&
Support Services Ltd

Business Plan 2004

1200 24
th
Street West
Prince Albert, Saskatchewan, S6V 5T4

Phone: 306-764-5264
Fax: 306-922-4858
Email: nslaundry@sasktel.net
Website: www.northsasklaundry.com

Contact: James T Watchman

CONFIDENTIAL INFORMATION
North Sask Laundry & Support Services Ltd Business Plan 2004
Table of Contents

EXECUTIVE SUMMARY Pg 2

STRATEGIC PLAN 2004 Pg 3

Environmental Assessment
1999 Strategic Positions and Issues Review
Goals Review
Objectives

THE COMPANY Pg 10

Historical Events and Projects
Current Projects
Management Profile
Staffing

THE SASKATCHEWAN HEALTH CARE MARKET Pg 13

FINANCIAL HISTORY Pg 14

Poundage
Revenue
Expenses
Cash Flow
Financial Ratios

PRODUCTS AND SERVICES Pg 19

THE FINANCIAL PLAN Pg 21

Poundage
Financial Forecast
Capital Requirements
Impact on Balance Sheet
Impact on Cash Flow
Financial Ratios Projections
Conclusion

APPENDICES Pg 25

CONFIDENTIAL INFORMATION Page 1
EXECUTIVE SUMMARY

This business plan has been developed as a continuation to the financial recovery plan
laid out in the Business Plan of 1999. The Strategic Plan was reviewed and revised in
2004 by the Board of Directors (Appendices: page 1). The plan reviews the successes and
failures to achieve the goals of that Plan.

The Laundry faces challenges with decreasing volumes, increasing energy and chemical
costs, and physical limitations with space. The financial challenge will improve with the
retirement of the loan for linens (2005) and the long-term debt (2009). The Quala
tracking system has enabled the improvement of services and financial recovery of lost
and damaged items.

This Plan enables the Laundry to continue on the path of financial recovery while
preparing for major equipment replacement or upgrades to remain a high production
plant. The replacement and upgrades will be financed though the operation without
having to secure bank financing. The improvement of cash flow will be easier to manage
and enable the operation more flexibility financially to take advantage of opportunities
that will come up in the future.

This plan promotes customer participation to control linen cost within their facilities. The
Quala System will continue to be developed to provide customer better access and
reporting capabilities.

STRATEGIC PLAN 2004

The Vision and Mission Statement have not changed. These Ends are documented in the
Governance Policies and are reviewed three times a year by the Board of Directors.

Environmental Assessment

The internal strengths, weaknesses, external opportunities and potential threats (SWOT)
were reviewed with the 1999 strategic plan. Changes are highlighted.

Internal Strengths:
Stable labor relations, employee attitudes are good
Good equipment but requiring some upgrades
o Fabian Oulette of Lavexco evaluated the washer/dryer system and noted
two requirements for the future are: an upgrade in computers and
replacement of the centre core in two to three years
Good management
Good location, central to all customers
Transportation, interact with Customers and Laundry
Canadian Benchmarking Initiative
o NSL has participated in an annual benchmarking project with other health
care laundries in Canada
Improved delivery of linens
o The Quala system has enabled the laundry to improve fill rates from
83.8% in 2001 to 97.8% in 2004
Financial reporting
o New financial reporting break downs have identified operating cost and
have assisted in better budgeting results

Internal Weaknesses:

Financial status
Need to improve relationship with Customers
Limited linen inventory space in plant

External Opportunities:
Add to volume through current and new customers
Develop new long term care products and services
K-Bro Report 2002
o Identified NSL as the most productive laundry in Saskatchewan that
provides more value added services than other operations

External Threats:
The political environment
Competitors other laundry services and disposable products
Lack of space in the plant

This plan must recognize the shortcomings of the 1999 Business Plan, continue to build
on the strengths, resolve the internal weaknesses, exploit the opportunities, and confront
the threats that are identified.

1999 Strategic Positions and Issues Reviewed

The SWOT review revisited the positions and issues that were identified in the 1999
Business Plan. The review evaluated the Laundrys success and failure in its positions
and issues to meet its objectives.

Position Strengths:
The operation meets or exceeds all accreditation, OHS, and Health and Welfare
Guidelines and infectious control requirements.
o This continues to be the case. New legislation for Return-To-Work and
Duty to Accommodate programs have been established, a review of the

impact of SARS and necrotizing fasciitis has been done, and a
representative participates on the accreditation committee of the Prince
Albert Parkland Health Region.
Transportation routes established to service all Customer/Shareholders.
Established personal linen services and long-term care products
o With decreasing volume the personal linen services is struggling to be cost
effective. Other central laundries have ventured into to this area of service.
Participation on the Canadian Benchmarking Initiative has provided new
ideas of service and costing.
o Currently Australian sheepskin products are being evaluated for function
and costing from the depot in North Battleford.
Age and type of equipment is still the latest technology available.
o An evaluation of the washer/dryer equipment by an engineer has identified
that the equipment is in excellent condition. Future considerations were
identified as replacing the computer system and replacement will be
required within the next three years of the center core and steam head.
Energy supply locations and leases agreements
o J oint discussions with the Prince Albert Parkland Health Region energy
center to review energy savings that can be achieved through heat
recovery.
o The ability of the energy center to meet future increased demand was also
reviewed with positive results.
Cost of disposable packs.
o The introduction of pack-ready OR linens and OR Packs has been well
received by most hospitals. A cost evaluation has proven that the cost is
competitive with disposable products.

Position Opportunities:
The benefits of other type of products using the transportation system
o Two health regions evaluated the possibility of using the transportation
system to deliver med-surgical supplies. Nothing concrete has resulted.

Developing other quality services for Customers
o Bar swabs were introduced as an alternative to dust towels.
o Sheets were upgraded from a polyester cotton 120 thread count to a better
quality 180 thread count but narrower. (66 from 72)
o A comfort spread is being evaluated to replace the bedspread and thermal
blanket.
o Information is being gathered on the new micro-fiber mop. A trial will be
set up in early fall of 2004.
Operating Room linen pack making services
o Early results are showing this to be a positive addition to the service.
Expanding personal linen services to other regions
o The service was expanded into the Twin Rivers Health District, but due to
demands for job creation the service was discontinued.
Warehousing and distribution of other disposable products
o A lack of space at the Prince Albert plant has made this project unfeasible
at the present time.
Adding other long term care facilities
o Two new facilities have been added; Prince Albert Mens Home, and the
Parkland Place in Melfort.
Assisting health regions achieve their goals to consolidate services
o The light table inspected OR linens and pack ready delivery of OR
linens is well received in all but two facilities.
o Consolidation inquires have come in from facilities in two other
provinces.
Provide services to other health regions
o With the formation of health regions a couple of areas of service fell under
new authorities. These have given their notice to discontinue NSL services
in J uly 2004.
o The K-Bro study recommends the expansion of services to the Saskatoon
area.

Weakness Issues:
The financial short term focus on lowest price
o Pricing is still an issue with customers. The charging for lost or damaged
items is viewed as a new cost to health care whereas it is a reallocation
as a direct cost to the customer rather than an in-directed cost which
resulted in part to losses on the NSL financial reporting
The current shipping system does not meet the current needs
o The introduction of the QUALA linen control system has resulted in an
extreme turn around in this area. Fill rates have increased from 83.8% in
2002/03 to an average of 93.9% in 2003/04. The first three months of
2004 has averaged 97.8%.
Shipping in bulk bags results in poor quality
o New customers have requested the cart-exchange system
o One customer discontinued the cart exchange service
The Laundry is totally dependant on Customers to control linen stock
o The introduction of the QUALA system has proven its ability to track and
report damaged and lost items. Efforts are continuing to add more items
(uniforms, sheepskin products, and expensive items).
The space in the Prince Albert plant
o Space is required for new linen storage and expansion of services

Threat Issues:
Meet OR standards for linens and replacement of disposable products
o The Canadian Standards Association regulations for OR linens to be
inspected over a light table before use in an OR theater has been
accomplished for all the user hospitals. The addition of the light table
inspection has resulted in a better product. The QUALA system tracks
each piece and notifies the inspector when specific product requirements
are required. Both of these additions have enabled NSL to meet the OR
standards requirements.

o Most of NSL customers have a limited knowledge of guidelines and
regulations that impact the delivery of health care products
o The shareholders need to put emphasis within their facilities to secure OR
linens and take advantage of the benefits of linen control
Plant space needed to develop more services
o Continues to be an issue
Attitude of Customers and employees
o The addition of the Customer Representative person has met with positive
response from the Customers. All the new projects start with Customer
participation and approval. Communication within health regions seem to
be very poor when it comes to laundry issues.
o Employees continue to work with changes to production and Customer
services. Currently the J oint J ob Evaluation program committee is
working together.
The political environment
o The concept of laundry services provincially wide is under review.
Services provided by other laundries and supply companies

Goals

The primary goal of the 1999 Business Plan was a long-term financial plan to restore the
bank and shareholder confidence with longer term goals for customers and staff. In
J anuary 2000, a loan of $740,000 offset the past debts and a monthly pre-billing for
services was established in J une 2000 to provide operating funds to support NSL plan for
financial recovery.

The financial projects were in line until 2003. OR linens were upgraded to water proof
fabrics to improve the requirements for patient and staff protection. Hospitals demanded
a 30% increase in inventory which cost $1.3 million. The increased inventory level
should have resulted in better circulation and fill rates, but only increased the inventory

levels at the customer facilities. The Laundry increased the charge rate from 89.5 per
pound to $1.015.

Progress, toward a financially viable position, has been gradual and slower than was
projected. The primary goal of this Plan is to continue building on this the progress.

Based on the review, the following objectives were noted to achieve the primary goal:

Objectives

a) duct dryer intake directly from outside
a. a consulting engineer needs to be hired to investigate this consideration to
reduce static electricity in the plant
b) introduction of new products
a. an evaluation of micro-fiber mop system will be done this fall
c) educate customers on services
a. past efforts to work with customer representatives will continue and the
website will be designed to inform customers
d) establish linen control at customer facilities
a. a computer program is being developed to allow all NSL customers to
track linen used in each facility through the website
e) upgrade computer controls for dryers
a. a capital budget to purchase and install this computer will be presented in
the 2005/06 budget

THE COMPANY

Origin, structure, service and production concepts have not changed since 1999.
Historical Events and Projects

1999 Business Plan 1999 was approved
- borrowed $740,000 to satisfy past debts
- introduced pre-billing

2000 - upgrades linen inventory program to be Y2K compliant
- developed Board Governance Policies

2001 - developed new financial reports

2002 - joined the Canadian Collaborative Benchmarking Group

2003 - installed QUALA linen tracking system
- upgraded OR linens
- installed equipment preventative maintenance program
- hired a Customer Representative

2004 - upgraded computer in washing machine

Current Projects

developing website for customer interaction
introduction of QUALA tracking at each facility
evaluation of new mop service
introduction of Australian sheepskin products
developing process for receipt of goods and service ACCPAC
developing Returned Goods Authorization process ACCPAC

Management Profile

The management team is made up of five out of scope positions: General Manager, a
Production Supervisor, a Customer Representative, a Confidential Secretary and a
Clerical Secretary.

Diane Oleynik has held the position of Confidential Secretary since May 1986. Diane is a
Grade 12 graduate of the secretarial course of the Carlton Comprehensive High School in
Prince Albert. Her education also includes courses in basic computer training, data entry,
and ACCPAC modules. She has been previously employed in a variety of jobs from clerk
to assistant manager from 1976 to 1986.

Tammy Wilson has held the position of Clerical Secretary since September 2003. Tammy
is Grade 12 graduate of Kelvington High School with an accounting and office education
through the Kelsey Institute. Her previous employment ranged from clerical to office
management.

Karl Henry has held the position of Production Supervisor in Prince Albert since
February 2004. Karl has been employed by NSL since November 1979 and has worked
in every position of the laundry production and maintenance. He also served as the CUPE
President, shop-steward, and served on numerous committees. Karl is currently enrolled
in the American Linen and Laundry Colleges Registered Laundry & Linen Director
Program which should be completed by the fall of 2005.

Lucille Georget has held the position of Customer Representative since April 2003.
Lucilles former position was as Head of Housekeeping and Laundry for the Wakaw
Hospital for 16 years and as a housekeeper for 18 years. These positions have prepared
her as an ideal candidate to bring together NSLs goals to improve the service image and
the customer representatives.

J im Watchman has held the position of General Manager since April 1996. J im is a
grade 12 graduate of Sisler High School in Winnipeg, Manitoba. His laundry background
covers 36 years and includes both commercial and institutional operations.

Staffing

The staff are members of CUPE, Local 3637. Current staffing levels are 28 full-time in
Prince Albert and 5 in North Battleford. The current collective agreement ended
December 31, 2003. Both sides have given notice of their intention to negotiate. The
agreement is negotiated separately from the Provincial Collective Bargaining. Two
percent of each payroll is being set aside in a mutual fund to cover retro pay that will be
required when the new contract is negotiated.

The Laundry and staff are currently developing the J oint J ob Evaluation requirements.
Funding requirements have been submitted to the Provincial Government to address the
expected costs.

The Saskatchewan Health Care Market

In August 2002, health districts gave way to a new provincial division of health regions.
The regionalization reduced the shareholders from 11 members to 4. An operational and a
financial individual were added in advisory capacities to assist the Board members. This
also reduced the customer base by 3 that took place in J uly 2004, a loss of 90,000 pounds
annually.

The Provincial Government commissioned K-Bro Laundry Services of Albert to evaluate
health care laundry services in Saskatchewan in 2001. The report compared costs,
productivity, and services for 3 groups of laundries; centrals, in-house operations, and
personal linens. Both NSL operations were reported as the most efficient providing more
services than other operations.

In J une 2003, the Department of Health initiated open discussions at the Ministers level.
A group of administrators and laundry operational individuals met to make
recommendations based on the report. This group could not come to a consensus. In
2004, The Department hired a conciliator to work with 3 groups; operational, financial,
and governance. The operational group have met to review provincial volumes and
capacity.

Severe Acute Respiratory Syndrome (SARS) outbreak in March 2003 in Toronto and the
increasing incidence necrotizing fasciitis, the flesh-eating bacteria, have brought attention
to the need to protect health-care providers. The Laundry has been involved with
evaluating new textiles and reviewing the ability to meet the demands of an influenza
pandemic. This has been discussed at various levels of health care and laundries have a
role to play.

In-house operations, privatization and disposables continue to be hurdles to expansion of
laundry services. Even though NSL has developed a first class OR linen products, health
regions continue to invest in disposable products.

FINANCIAL HISTORY

Poundage

Overall poundage continued to decrease at an average of 2% each year until 2003/04
(Appendices: 2). The 2003/04 volume increased by 8.5%. 165,000 pounds was due to
new customers, significantly the addition of Parkland Place in Melfort. The Quala system
improved fill rates from 83.4% to 95.7% along with establishing checks and balances that
increased the reported poundage by 3.4%. As more customers increase the awareness of
linen controls, the Laundry can expect further decreases in volume. The Saskatoon Health
Region Laundry removed 90,000 pounds annually to their operation in 2004/05.

Personal Linens have experienced the most significant poundage loss from 331,407
pounds in 1999/2000 to 231,526 in 2003/04. The reduction resulted from bed closures,
service reductions, and a new scale installed in December 2002. This kind of loss makes
it more difficult to maintain a reasonable price.

Revenue

While poundage was decreasing, the revenue increased 21% to 2002/03 and then by
another 27% in 2003/04 (Appendices: 3). Due to the losses in the 2002/03 year the rate
was increased to $1.015 per pound. The Quala system added an additional $85,465 to
revenue for lost and damaged items. Personal linen revenues increased by 4% over the 5
year period while interest revenues increased by 239% and miscellaneous sales dropped
by 37%. Customer returned goods for credit have decreased from an average of 8,533
pounds in 2002 to 955 pounds in 2004.

Expenses

While revenues grew by 21%, expenses increased by 27% over the same period. Linen
replacement, salaries and benefits, wash chemicals, housekeeping supplies and utilities
were main contributors to this increase. A $700,000 increase to linen was budgeted for
2002/03 to upgrade OR linens. The final cost was $1.3 million between 2002 and 2004.
The increase was 61% over the 5 years. Salaries and benefits increased by 29% over this

period. Three new positions were established in 2002 to train employees on the Quala
system and light table inspection. The collective agreement was negotiated in 2002 which
accounted for retro pay out of $115,000 and wages over three years increases of 2% each
year until December 31, 2003. Both wash chemicals and cleaning supplies had a 42%
increasing in pricing. Wash chemicals also increased due to new products required for the
new materials. The biggest increase in utilities came from gas prices which increased
almost 30% in one year.

Cash Flow

Cash flow (Appendices: 4) steadily increased for the first three years of the 1999
Business Plan. The set back in the forth year was due to the linen replacement costs.
However, in the fifth year due to the price increase and the added inventory lost and
damage charges the improvement is back on track.

Financial Ratios

A comparison of ratios from the 1995 to 1999 period and the 2000 to 2004 period is an
acceptable practice to measure the financial performance when similar type business
performance is not available.

Liquidity Ratios (Appendices: 6)

A) Current Ratio
1995-1999 3.06 2.74 1.39 1.13 0.59
2000-2004 1.2 1.82 1.77 1.64 2.15

Current Ratio
0
0.5
1
1.5
2
2.5
3
3.5
1 2 3 4 5
1995-1999
2000-2004

The Laundry has steadily
improved its ability to
meet current debts
compared to its current
capital.

B) Quick Ratio
1995-1999 1.77 1.66 0.82 0.73 0.42
2000-2004 0.54 0.77 0.92 0.91 1.44

Quick Ratio
0
0.5
1
1.5
2
1 2 3 4 5
1995-1999
2000-2004

The Quick Ratio
measures the ability of a
company to meet its
current debt without
having to convert its
inventory into cash.

C) Accounts Receivable Turnover
1995-1999 9.06 9.9 7.97 9.01 9.12
2000-2004 9.14 10.29 9.73 9.82 9.89

Accounts Receivable Turnover
7
7.5
8
8.5
9
9.5
10
10.5
1 2 3 4 5
1995-1999
2000-2004

This ratio reports how
many times during the
year the accounts
receivable are turned
into cash.

Leverage Ratios (Appendices: 7)

A) Total Debt To Assets Ratio
1995-1999 0.1 0.13 0.44 0.48 0.7
2000-2004 0.41 0.32 0.38 0.39 0.33

Total Debt to Asset Ratio
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
1 2 3 4 5
1995-1999
2000-2004
For creditors, a lower
Debt-to-Asset Ratio is
preferred as it
means shareholders
have contributed a large
portion of the funds to
the business, and thus
creditors are more likely
to be paid.

B) Debt to Equity Ratio
1995-1999 0.12 0.15 0.8 0.91 2.37
2000-2004 4.8 2.29 2.0 51.77 4.11

Debt to Equity Ratio
0
10
20
30
40
50
60
1 2 3 4 5
1995-1999
2000-2004

Term lenders prefer a
lower debt-to-equity ratio
as it indicates a lower
reliance on creditors and
therefore a greater
capacity for the business
to repay its creditors.

Operating Ratios

A) Return on Assets
1995-1999 9 -0.8 -24.9 -7 -24
2000-2004 -19.4 13.4 6.4 -36.4 17.7

Return on Assets Ratio
-40
-30
-20
-10
0
10
20
30
1 2 3 4 5
1995-1999
2000-2004

A higher ratio result than
industry standards usually
indicates an efficient use
of assets.

B) Return on Investment
1995-1999 10 -9.2 -44.8 -13.4 -81
2000-2004 -112.6 44.2 19.2 -1902.4 90.44

Return on Investment Ratio
-200
-150
-100
-50
0
50
100
150
1 2 3 4 5
1995-1999
2000-2004

This percentage indicates
the return generated on
the capital invested in the
Laundry by the owners.

C) Net Earnings Margin
1995-1999 7.6 -6.6 -20.5 -4 -12.4
2000-2004 -10.7 6.5 3.4 -16.66 6.5

Net Earnings Margin
-25
-20
-15
-10
-5
0
5
10
1 2 3 4 5
1995-1999
2000-2004

This percentage indicates
how much of each dollar
of sales we convert to
earnings.

Overall, the ratios and percentages indicate an improvement in the Laundrys financial
picture with the exception of the 2002/03 year, but a quick recovery in 2003/04.

PRODUCTS AND SERVICES

The shifting of NSLs focus from the linen supplier model to the support services
model has met with mixed reactions from the customers. The Quala system has almost
eliminated the short shipments, but most customers are reluctant to trust the accuracy of
the tracking of items that result in loss and damage charges. Three of the objectives (Page
9) of this plan are to improve services.

The Victoria Hospital, which pays the highest cost for lost and damaged goods were
investigating ways to identify where the losses occur. The presentation by Lac Mac Ltd
could be adapted to a website and all NSL customers could access to track barcodes in
their own facilities. This idea was presented to the Board of Directors and a capital
budget was approved. A joint venture was set up between NSL and Lac Mac Ltd to
develop the software. The project will be tested with the Victoria Hospital starting
November 2004. The website will also be developed for online ordering and purchasing.

A trial of Australian Medical Sheepskins was undertaken in the spring of 2004. The
clinical results proved that the product will be a positive contribution to reduce and heal
bedsores. The costing was calculated and a report was presented to the Board.
Presentations will continue at the Regional Boards in the fall of 2004. It was determined
that the initial capital requirement to supply the product was too high for the Laundry.
The Health Regions will be asked to partnership with NSL to purchase the necessary
inventory. A trial of micro-fiber mops has been scheduled for the fall of 2004. Improved
products (comfort spread, bar wipes, and scrubs) are being tested for customer approval.

Although there are more operating room linens in circulation than ever before, customer
satisfaction has not improved. The two largest customers of OR linens continue to re-
inspect the delivered product. Individuals have individual quality requirements with little
agreement between facilities. NSL will develop a catalogue identifying what is
acceptable and whats not based on the Canadian Standards Association and the OR
Nursing Associations. Based on our discussions with other recyclable OR linen service
providers, NSL is providing a first class product.


The upgrade to water proof OR linens has enabled the Laundry to meet all the current
requirements to protect both hospital staff and patients. Some changes to procedures had
to be made to address blood fluids on the floor during some operations or deliveries. NSL
staffing adjusted to the processing changes with a positive response.

Other issues identified in the 1999 Marketing Plan continue to be issues. Some of these
issues are:

a) space to develop new services
b) unaccountable losses
c) untapped volume potential in both the west and east service areas
d) increasing use of disposable products

THE FINANCIAL PLAN

Poundage

Total Poundage
3,500
3,700
3,900
4,100
4,300
4,500
1 2 3 4 5
Years
p
o
u
n
d
a
g
e

(
t
h
o
u
s
a
n
d
s
)
2000/04
2005/09
Since 1994, laundry volumes have decreased by an average of 2.4% per year primarily in
the acute care services.
However, from 1999 to 2003
the long-term care services
have seen the same decrease.
This percentage is expected to
increase as North Sask
Laundry introduces more
linen control methods to its
customers. The loss in customer base and customers using in-house laundry facilities will
impact this loss dramatically in the first couple of years of this plan. (Appendices: 9)

Financial Forecast

With poundage dropping below 4.0M pounds in the second year, as experienced in the
2002/03 year, the operation will struggle to maintain efficient productive. The best break
even production objective should be 4.8 to 5.5M annually. As production decreases, fixed
costs (administrative and service cost) consume a higher percentage of the overall costs.
Price will increase by 13.5% over the next five years. This trend can be offset by a strong
restraint program and/or the addition of poundage. Increasing the productivity of wash
system, replacing two small piece folders, and reducing the new linen inventory should
reduce this by 5.5%. The addition of poundage could offset the pricing for 100,000
pounds by 3.4%, 200,000 pounds by 4.7%, and 300,000 pounds by 6.5%.

Energy, chemical, and linen prices are expected to increase significantly in the years
ahead. However, the loan for linens (2005/06) and the long-term loan (2008/09) will be
repaid. Generally expenses are expected to increase by 2% per year.

Capital Requirements

The plan identifies the following capital requirements over the time period:
a) upgrade to the washer computer (2004/05: $75,000)
b) upgrade to the dryer and shuttle computer (2005/06: $55,000)
c) replacement of 2 small piece folders (2006/07: $60,000)
d) replacement of the single-stage press (2008/09: $150,000)

Impact on Balance Sheet

Assets and Equity continue to improve. Fixed asset value and long-term debt continue to
decrease. Increasing the linen inventory and the Quala tracking system have improved the
overall services. Linen replacement is budgeted at 20 per pound and will cause the linen
inventory value to decrease over the plan period. The reserve is maintained to provide
flexibility and meet un-expected financial requirements.

Impact on Cash Flow

The cash flow statement converts the accrual basis of accounting used to prepare the
income statement and balance sheet back to a cash basis. It is important to analyze the
actual level of cash flowing into and out of the business. Like the income statement, the
statement of cash flow measures financial activity over a period of time. The cash flow
statement also tracks the effects of changes in balance sheet accounts. The impact on cash
flow is more aggressive than in the past. The improvement is impacted by reducing
inventory levels and the retirement of the long-term debt.

Financial Ratios Projections

Liquidity Ratios

Current Ratios
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
1 2 3 4 5
1995/99
2000/04
2005/09
The financial plan continues to
strengthen the liquidity of NSL that
the 1999 Plan established. The
Current Ratio and Quick Ratio
measures the Laundrys ability to
pay its creditors. The Quick Ratio
meets its current debt without
having to convert its inventory into
cash. The Accounts Receivable are
budgeted at 1/12 the total sales so
the Accounts Receivable Turnover
Ratio is a consistent 11.85.
Quick Ratio
0
0.5
1
1.5
2
2.5
3
1 2 3 4 5
1995/99
2000/04
2005/09
Debt to Assests Ratio
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
1 2 3 4 5
1995/99
2000/04
2005/09
Debt t o Equity Rati o
0
2
4
6
8
10
1 2 3 4 5
1995/99
2000/04
2005/09

Leverage Ratios

These ratios measures whether or
not the Laundry has sufficient
resources to provide for interest and
principal payments as they come
due. The Laundry is still recovering
from the deficit in 2002-2004, but
the future projects a decrease in
debt that was formulated in the
1999 Plan.

Operating Percentages

Return on Asset s Percent age
-60
-40
-20
0
20
40
60
1 2 3 4 5
1995/99
2000/04
2005/09
Return on Investment Percentage
-200
-150
-100
-50
0
50
100
150
1 2 3 4 5
1995/99
2000/04
2005/09
These percentages show a
decline as the profits are at
a break even point. A
portion of the returns is
being transferred to a
reserve that results in a
reduction in the net earnings
lowers the percentage.
These percentages indicate
that the charge rate is not
too high.

Net Earnings Margin Percentage
-25
-20
-15
-10
-5
0
5
10
15
1 2 3 4 5
1995/99
2000/04
2005/09

Conclusion

This Plan continues to produce a viable and solid financial position while planning for the
replacement and upgrade of equipment that has made the Laundry a productive plant. The
Laundry has established the ground work in establishing a first class service. These
factors will project NSL with an optimistic future. The full extent of the Quala System
has not been realized which will become one of the objectives to improve services as
customers become involved with controlling laundry costs. A stronger financial position
will restore the bank and shareholder confidence.


APPENDICES

Board of Directors

Howard Gange, Chairperson
Prince Albert Parkland Health Region

Bonnie OGrady, Vice-chair
Prairie North Health Region

Steve Rudy
Kelsey Trail Health Region

Charlene Logan
Mamawetan Churchill River Health Region

Resources

Irene Denis
Prairie North Health Region

Morgan Kennedy
Prince Albert Parkland Health Region

Appendices: 1

Poundage Comparison

2000 2001 2002 2003 2004

4,209 4,109 4,036 3,962 4,298
Poundage
3,500
3,700
3,900
4,100
4,300
4,500
1 2 3 4 5
Years
P
o
u
n
d
s

(
0
0
0
)

Keewatin Yahtte Health Region 32,463 42,233 44,904 41,066 43,653
Kelsey Trail Health Region 554,617 551,259 542,749 520,654 695,484
Mamawetan Churchill River Health
Region 110,744 114,909 116,703 122,315 125,586
Prairie North Health Region 1,394,014 1,383,747 1,361,510 1,338,080 1,411,842
Personal Linens 331,407 312,409 301,024 271,187 231,526
Prince Albert Parkland Health Region 1,686,802 1,616,655 1,579,109 1,579,803 1,688,175
Saskatoon Health Region 98,642 88,106 87,329 86,287 98,507
Other 2,967 2,823 2,821
4,208,689 4,109,318 4,036,295 3,962,215 4,297,594

Poundage
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
1,800,000
1 2 3 4 5
Health Region
P
o
u
n
d
s
Keewatin Yahtte Health
Region
Kelsey Trail Health
Region
Mamawetan Churchill
River Health Region
Prairie North Health
Region
Personal Linens
Prince Albert Parkland
Health Region
Saskatoon Health Region
Other

Appendices: 2
Income/Expense Comparison
Worksheet: Statement of Operations Comparisons/Projections 5 year
Average 2004/05 2005/06 2006/07 2007/08 2008/09
Mar 31/99 Mar 31/00 Mar 31/01 Mar 31/02 Mar 31/03 Mar 31/04 Inc/Dec
Revenue
Laundry Services 2,372,102 2,648,398 0.12 3,137,588 0.18 3,192,052 0.02 3,298,512 0.03 4,127,551 0.25 0.121 4,263,393 4,256,621 4,170,164 4,182,316 4,211,264
Personal Linen Servi 250,484 283,692 0.13 272,331 -0.04 265,458 -0.03 248,002 -0.07 293,783 0.18 0.037 348,272 40,590 0 0 0
Invest Income 536 725 0.35 4,126 4.69 5,244 0.27 6,359 0.21 2,457 -0.61 0.983 6,166 4,896 4,500 4,500 4,500
Damaged & Lost 85,465 97,305 36,000 36,000 36,000 36,000
Insurance Claim 54,332
Delivery Service 3,432 3,500 3,500 3,500 3,500
Other 18,023
Misc Sales 15,434 10,005 -0.35 5,753 -0.42 4,416 -0.23 6,460 0.46 6,316 -0.02 -0.114 33,758 8,000 8,000 8,000 8,000
2,692,888 2,942,820 0.09 3,419,798 0.16 3,467,170 0.01 3,559,333 0.03 4,515,572 0.27 0.113 4,770,349 4,349,608 4,222,164 4,234,316 4,263,264
Expense
Salaries 1,334,245 1,444,587 0.08 1,415,415 -0.02 1,466,700 0.04 1,829,482 0.25 1,857,357 0.02 0.072 1,981,582 1,813,949 1,850,228 1,887,232 1,924,977
Administration 26,888 26,494 -0.01 32,941 0.24 25,702 -0.22 21,609 -0.16 34,083 0.58 0.085 37,705 38,107 38,869 39,646 40,439
Rent 22,656 23,565 0.04 24,559 0.04 24,165 -0.02 24,491 0.01 25,436 0.04 0.024 25,376 25,884 100 100 100
Other Administration 37,421 37,118 -0.01 22,520 -0.39 21,000 -0.07 23,582 0.12 33,043 0.40 0.011 38,165 57,123 56,928 57,437 57,956
Supplies - Mending 45,471 36,695 -0.19 19,012 -0.48 12,795 -0.33 14,359 0.12 19,848 0.38 -0.099 7,337 7,484 7,634 7,786 7,942
- Shipping 36,161 39,415 0.09 27,296 -0.31 42,091 0.54 42,353 0.01 38,409 -0.09 0.048 25,946 19,465 19,854 20,251 20,656
- Washing 49,332 44,355 -0.10 52,749 0.19 47,088 -0.11 54,263 0.15 81,307 0.50 0.126 89,817 86,164 87,875 89,621 91,401
Linen Replacement 510,035 598,896 0.17 471,089 -0.21 561,841 0.19 1,055,796 0.88 964,608 -0.09 0.189 825,286 812,942 790,553 774,503 758,786
Housekeeping 4,372 4,832 0.11 8,408 0.74 7,919 -0.06 13,939 0.76 15,906 -0.12 0.285 16,000 16,320 16,646 16,979 17,319
Physical Plant 62,398 87,446 0.40 106,923 0.22 124,431 0.16 106,175 -0.15 138,527 0.30 0.189 163,017 166,278 169,603 172,995 176,455
- Insurance 10,065 10,181 0.01 10,481 0.03 10,324 -0.01 11,594 0.12 15,394 0.33 0.095 16,218 16,542 16,873 17,211 17,555
Printing, postage, & s 4,506 5,180 0.15 5,102 -0.02 6,748 0.32 6,912 0.02 7,227 0.05 0.105 6,649 6,782 6,918 7,056 7,197
Repair/Mtnce 93,955 84,085 -0.11 102,540 0.22 92,532 -0.10 74,563 -0.19 80,092 0.07 -0.021 35,353 73,598 75,070 76,571 78,103
- other 120,950 57,837 -0.52 113,269 0.96 123,857 0.09 62,829 -0.49 60,674 -0.03 0.001 4,757 62,300 63,546 64,817 66,113
Telephone 8,216 8,998 0.10 12,245 0.36 7,669 -0.37 9,342 0.22 8,400 -0.10 0.040 10,791 8,732 8,907 9,085 9,267
Transportation 423,352 438,509 0.04 463,416 0.06 465,172 0.00 482,841 0.04 514,970 0.07 0.040 542,571 533,592 536,104 546,826 557,763
Travel & convention - 13,582 11,556 -0.15 12,574 0.09 12,759 0.01 8,193 -0.36 10,586 0.29 -0.022 8,123 15,086 15,388 15,695 16,009
- s 2,256 4,854 1.15 5,433 0.12 6,205 0.14 14,832 1.39 4,147 -0.72 0.417 12,950 12,000 12,240 12,485 12,734
Utilities 106,080 106,094 0.00 101,164 -0.05 114,197 0.13 111,772 -0.02 121,401 0.09 0.029 188,813 169,589 172,981 176,441 179,970
Loan Interest 21,026 23,997 0.14 52,321 1.18 35,024 -0.33 29,297 -0.16 34,401 0.17 0.200 26,448 13,936 10,722 10,722 10,722
2,932,967 3,094,694 0.06 3,059,457 -0.01 3,208,219 0.05 3,998,224 0.25 4,065,816 0.02 0.071 4,062,904 3,955,872 3,957,038 4,003,460 4,051,464
Operational Surplus/(De -240,079 -151,874 -0.37 360,341 -3.37 258,951 -0.28 -438,891 -2.69 449,756 -2.02 -1.748 707,445 393,736 265,127 230,856 211,800
Depreciation 162,100 163,572 0.01 138,235 -0.15 139,830 0.01 151,490 0.08 154,066 0.02 -0.007 164,168 144,378 119,065 83,345 58,342
Reserve Account 66,612 102,410 0.54 -30,993 -1.30 -200,962 5.48 92,953 -1.46 -32,013 -1.34 0.382 43,491 40,647 39,528 38,725 37,939
-468,791 -417,856 253,099 320,083 -683,334 327,703 499,786 208,711 106,534 108,786 115,519
Non-Operational
Principal Payment 80,074 275,222 2.44 47,377 -0.83 64,673 0.37 105,688 0.63 171,158 0.62 0.646 187,414 191,074 93,871 96,245 107,014
Net Surplus/(Deficit) -548,865 -693,078 0.26 205,722 -1.30 255,410 0.24 -789,022 -4.09 156,545 -1.20 -1.216 312,372 17,637 12,663 12,541 8,505
Poundage
Acute Care 2,864,502 2,502,270 -0.13 2,447,720 -0.02 2,396,894 -0.02 2,331,416 -0.03 2,446,413 0.05 -0.029 2,452,599 2,403,547 2,355,476 2,308,366 2,262,199
Personal Linen 362,542 331,407 -0.09 312,409 -0.06 301,024 -0.04 271,187 -0.10 231,526 -0.15 -0.085 230,702 30,000
Long Term Care 1,499,370 1,320,877 -0.12 1,286,606 -0.03 1,272,895 -0.01 1,280,269 0.01 1,541,338 0.20 0.011 1,621,754 1,589,319 1,557,533 1,526,382 1,495,854
Health Centres 3,223 5,075 0.57 10,238 1.02 10,509 0.03 12,461 0.19 1,699 -0.86 0.188 11,480 10,906 10,361 9,843 9,351
Other 53,488 48,770 -0.09 54,139 0.11 55,172 0.02 62,557 0.13 74,113 0.18 0.072 32,569 30,940 29,393 27,924 26,527
4,783,125 4,208,398 -0.12 4,111,112 -0.02 4,036,493 -0.02 3,957,888 -0.02 4,295,088 0.09 -0.019 4,349,104 4,064,712 3,952,763 3,872,515 3,793,931
Cost per Pound 0.6777 0.8640 0.7818 0.7957 1.0987 1.0149 Cost/pound 1.0250 1.0202 1.0248 1.0587 1.0961
Charge Rates 60 74 85 86 89.5 98.5 Charge Rates $1.0350 $1.0550 $1.0550 $1.0800 $1.1100
Personal Linens 78 83 84 85 87 $1.015 $1.3200 $1.3530
Appendices: 3
Balance Sheet Comparison
Balance Sheet Comparisons/Projections
Mar 31/00 Mar 31/01 Mar 31/02 Mar 31/03 Mar 31/04 Inc/Dec Mar 31/05 Mar 31/06 Mar 31/07 Mar 31/08 Mar 31/09
Assets
Current
Cash 100 100 100 100 100 100 100 100 100 100
Bank 163,724 370,383 418,484 576,174 556,292
Bank Reserve 0 30,993 231,955 139,001 171,015 139,506 125,153 104,681 143,406 31,345
Accounts Receivable 330,881 351,754 399,850 412,164 600,133 397,529 362,467 351,847 352,860 355,272
Inventory 443,997 544,961 597,575 458,111 392,536 698,427 628,584 565,726 509,153 458,238
Prepaid expenses 24,172 20,257 17,241 24,873 30,377 23,384 23,384 23,384 23,384 23,384
799,150 948,065 1,246,721 1,034,249 1,194,161 1,422,670 1,510,072 1,464,222 1,605,076 1,424,631
Property & Equipment
Building
Depreciation
Equipment 826,325 704,260 620,076 585,795 476,079 476,079 386,911 297,533 238,468 155,123
New Equipment
Additions/Deletions 75,000 55,000 60,000 150,000
Depreciation
Current Period -164,168 -144,378 -119,065 -83,345 -58,342
826,325 704,260 620,076 585,795 476,079 386,911 297,533 238,468 155,123 246,782
1,625,475 1,652,325 1,866,797 1,620,044 1,670,240 1,809,581 1,807,605 1,702,690 1,760,200 1,671,413
Liabilities
Current
Bank Line of Credit 421,283 60,489 184,821 233,504 176,637
Accounts Payable 192,125 130,404 162,732 227,471 200,015 338,575 329,656 329,753 333,622 337,622
Loan Payment 50,050 55,179 77,780 170,567 178,534 187,414 191,074 93,871 96,245 107,014
663,458 246,072 425,333 631,542 555,186 525,989 520,730 423,624 429,867 444,636
Payable to Shareholders 275,000 278,000 313,900 323,500 355,283 354,718 347,514 348,526 350,939
Long Term Debt
Loans 681,824 629,318 542,044 643,569 464,444 488,204 297,130 203,259 107,014 0
Equity
Share Capital 11 11 11 4 4 4 4 4 4 4
Reserve for Capital 25,348 176,884 139,001 171,015 139,506 125,153 104,681 143,406 31,345
Reserve for Salaries 5,645 55,071
Current Period 0
Retained Earnings 280,182 471,295 389,454 -107,972 156,091 156,091 655,877 864,589 971,123 1,079,909
Current Period 499,786 208,711 106,534 108,786 115,519
280,193 502,299 621,420 31,033 327,110 795,387 989,746 1,075,808 1,223,319 1,226,777
1,625,475 1,652,689 1,866,797 1,620,044 1,670,240 1,809,581 1,807,606 1,702,691 1,760,199 1,671,413
Appendices: 4
Cash Flow Comparison
Cash Flow Comparisons/Projections
Mra 31/00 Mar 31/01 Mar 31/02 Mar 31/03 Mar 31/04 Mar 31/05 Mar 31/06 Mar 31/07 Mar 31/08 Mar 31/09
Operating Activities
Net Income -315,446 222,106 119,121 -590,381 296,076 499,786 208,711 106,534 108,786 115,519
Depreciation 163,572 138,235 139,830 151,490 154,066 164,168 144,378 119,065 83,345 58,342
Disposal of Fixed Assets - - - -386 - - - - -
Reserve transfer (net) -31,509 -14,353 -20,472 38,725 37,939
-151,874 360,341 258,951 -438,891 449,756 632,445 338,736 205,127 230,856 211,800
Changes in Capital Accounts
Account Receivable -17,893 -20,873 -48,097 -12,314 -187,969 202,604 35,062 10,620 -1,013 -2,412
Inventories -121,217 -100,964 -52,614 139,465 65,575 -305,891 69,843 62,858 56,573 50,915
Prepaid Expenses -6,916 3,915 3,016 -7,632 -5,504 6,993 0 0 0 0
Unearned Income 275,000 3,000 35,900 9,600 31,783 -564 -7,205 1,013 2,412
Accounts Payable/Accruals -126,232 -62,085 32,693 64,740 -27,456 138,560 -8,919 97 3,868 4,000
-424,132 455,334 196,949 -218,732 304,002 706,494 434,157 271,498 291,297 266,716
Financing Activities
Advances long-term debt 300,000
Payment of Long-Term Debt -275,222 -47,377 -64,673 -105,688 -171,158 -187,414 -223,371 -93,871 -96,245 -107,014
Redemption of Share Capital - - - -7 - - - - - -
New Long Term Financing 740,000 - - - - - - - -
Issuance of Shares - - - - - - - - - -
Transfer to/from Equipment Reserve - - - - 6,166 4,896 4,500 4,500 4,500
464,778 -47,377 -64,673 194,305 -171,158 -181,248 -218,475 -89,371 -91,745 -102,514
Investment Activities
Purchase of Fixed Assets -70,570 -16,170 -55,646 -117,209 -43,961 -75,000 -55,000 -60000 - -150000
Proceeds from Disposal of Fixed Assets - - 92,953 - - - - - -
-70,570 -16,170 -55,646 -24,256 -43,961 -75,000 -55,000 -60,000 0 -150,000
Increase/Decrease in Cash Resources -29,924 391,787 76,630 -48,683 88,883 450,247 160,683 122,127 199,552 14,202
Cash Resources
Beginning of Year -391,259 -421,183 -29,396 -184,721 -233,404 -144,521 305,726 466,408 588,535 788,087
End of Year -421,183 -29,396 47,234 -233,404 -144,521 305,726 466,408 588,535 788,087 802,289
Cash Represeted by
Cash 100 100 100 100 100 100 100 100 100 100
Reserve Account 0 30,993 231,955 32,014 139,506 125,153 104,681 143,406 31,345
Bank -421,283 -60,489 -184,821 -233,504 -176,637 166,120 341,155 483,754 644,581 770,844
-421,183 -29,396 47,234 -233,404 -144,523 305,726 466,408 588,535 788,087 802,289
Appendices: 5
Financial Ratios

Liquidity Ratios
2000 2001 2002 2003 2004

Current Ratio (Working Capital
Ratio) 1.2 1.82 1.77 1.64 2.15
provides a measure of the ability of the laundry to meet its current debt. The ratio
(current assets/current liabilities) is an indication of the current assets which are
available to cover the current liabilities (due within the next 12 months). The
Current Ratio indicates whether the business has ample working capital used
to meet short-term obligations, quickly take advantage of opportunities, and qualify
for favorable credit terms. The 1999 ratio was .59.
A Current Ratio of 1.0 or greater is considered acceptable for most businesses.
Other factors need to be considered before drawing conclusions from the Current
Ratio such as how quickly current assets can be converted into cash, and the
credit terms extended by suppliers and to customers. A high ratio (greater than 2)
indicates excessive current assets in the form of inventory, and underemployed
capital. A low ratio (less than 1.0) indicates difficulty to meet short-term financial

obligations, and the inability to take advantage of opportunities requiring quick
cash.

Quick Ratio (Acid Test Ratio) 0.54 0.77 0.92 0.91 1.44
provides a measure of the ability of the Laundry to meet its current debt without
having to convert inventory into cash. The ratio (current assets less inventory/
current liabilities) is an indication of the current assets less inventory which is
available to cover the current liabilities. The quick ratio in 1999 was .42.
The Laundry's ability to pay off the immediate demands of creditors using its most
liquid and current assets; these can be converted quickly into cash, temporary
investments, and marketable securities. It gives a more realistic picture of a
business's ability to repay current obligations. Generally, a Quick Ratio of 1.0 or
greater is considered adequate to ensure a company's ability to pay its current
obligations. A value of less than 1.0 signals a problem in meeting short-term
obligations.

Accounts
Receivable
Turnover 9.14 10.29 9.73 9.82 9.89
indicates how many times during the year the accounts receivable are turned into
cash. The ratio (net sales / average accounts receivable) is an indication of the
quality of the receivables and an idea of how successful the Laundry is in collecting
its outstanding receivables. The 1999 ratio was 8.94.
Measures how liquid accounts receivable are for the year. Average Accounts
Receivable is the average of the opening and closing balances for Accounts Receivable.
Indicates the number of times receivables were turned over during the year. This
result may be considered positive or negative, depending on the industry standard
for companies of similar size and activity. A higher turnover rate generally indicates
less investment in accounts receivable because customers are paying more quickly.

Appendices: 6

Financial Ratios

Leverage Ratios

2000 2001 2002 2003 2004

Total Debt to Assets Ratio 0.41 0.32 0.38 0.39 0.33
(total debt / total tangible assets) measures the portion of the Laundry's total tangible
assets that are financed through debt. The 1999 ratio was .7.
For creditors, a lower Debt-to-Asset Ratio is preferred as it means shareholders have
contributed a large portion of the funds to the business, and thus creditors are more
likely to be paid.

Debt to
Equity Ratio 4.8 2.29 2.0 51.77 4.11
provides a comparison between the amount borrowed from creditors and the amount
invested by the owners. The ratio (total liabilities / adjusted equity) provides an indication
whether the Laundry is over or under capitalized. The 1999 ratio was 2.37.
Measures management's reliance on creditor financing as well as the business's
indebtedness compared to the amount invested by its owners. This ratio indicates the
amount of liabilities the business has for every dollar of shareholders' equity. Because
this ratio is a good indicator of a business's capacity to repay its creditors, it is
considered very important by most term lenders.
The reliance on creditor financing needs to be analyzed in light of other factors such as:
the historical trend of this ratio for the business, industry standards for companies of
similar size and activity, and whether the company is in the start-up or established
phase. Term lenders prefer a lower debt-to-equity ratio as it indicates a lower reliance
on creditors and therefore a greater capacity for the business to repay its creditors.

Appendices: 7

Financial Ratios

Operating Ratios
2000 2001 2002 2003 2004

Return on Assets Percentage -19.4 13.4 6.4 -36.4 17.7
the percentage (earnings before income taxes / adjusted equity) indicates the effectiveness
of the management in using assets to generate earnings. The 199 ratio was -28.8.
Measures the efficiency of assets used to generate income by the amount of profit
generated for every $100 invested in assets. Income from Operations excludes any
expenses such as income taxes and financing charges. Average Total Assets are used
due to the variation in the amount of assets used by the business.
A higher ratio result than industry standards usually indicates an efficient use of assets.
There are several factors to consider before drawing conclusions from this ratio such as
seasonal variability in sales and whether assets are bought or leased.

Return On Investment
Percentage -112.6 44.2 19.2 -1902.4 90.44
The percentage (earnings before income taxes / adjusted equity) indicates the return
generated on the capital invested in the Laundry by the owners. The 1999 percentage was -97.1.

Net Earnings Margin Percentage -10.7 6.5 3.4 -16.66 6.5
the percentage (earnings before income taxes / sales) indicates how much
of each dollar of sales we convert to earnings. The 1999 percentage was -15.1.
It shows the after-tax profit (net income) generated by each sales dollar by measuring the
percentage of sales revenue retained by the company after operating expenses, creditor
interest expenses, and income taxes have been paid.

Appendices: 8

Projections
Poundage (thousands)
Actual Projected
1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09
acute care 2,502 2,448 2,397 2,331 2,446 2,453 2,314 2,267 2,222 2,177
personal 331 312 301 271 232 231 30
Long term care 1,321 1,287 1,273 1,280 1,541 1,622 1,541 1,464 1,390 1,321
health centers 5 10 11 12 2 11 11 10 10 9
other 49 54 55 63 74 33 31 29 28 27
Total: 4,208 4,111 4,036 3,958 4,295 4,349 3,926 3,771 3,650 3,534

Poundage
0
500
1,000
1,500
2,000
2,500
3,000
1
9
9
9
/
0
0
2
0
0
1
/
0
2
2
0
0
3
/
0
4
2
0
0
4
/
0
5
2
0
0
6
/
0
7
2
0
0
8
/
0
9
acute care
personal
Long term care
health centers
other

Total Poundage Comparison
Total Poundage
3,500
3,700
3,900
4,100
4,300
4,500
1 2 3 4 5
Years
p
o
u
n
d
a
g
e

(
t
h
o
u
s
a
n
d
s
)
2000/04
2005/09

Appendices: 9

NSL Business Plan 2004

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