CALGARY,
March 27, 2014 /CNW/ - BrightPath
Early Learning Inc. ("BrightPath" or the "Company") (TSX-V: BPE),
the leading Canadian provider of quality early childhood education
and care announced today its operational and financial results for
the three and twelve month periods ended December 31, 2013.
Portfolio performance highlights for the year
ended December 31, 2013 and the
fourth quarter therein include (all amounts in thousands of dollars
unless otherwise indicated):
Year-ended December 31,
2013
- Overall occupancy levels improving year over year from 82.1% to
84.2% led by Alberta centres that
recorded 90.1% average annual occupancy;
- Portfolio wide revenue of $46.8
million increased by 29% compared to the prior year;
- Centre margin of $12.2 million
increased 21% over the previous year, with centre margin on
revenue of 26%;
- Adjusted EBITDA increased 69% to $3.0
million;
- Adjusted EBITDA prior to non-recurring items increased 41% to
$3.6 million; and
- Funds from Operations ("FFO") increased 123% to $1.9 million or $0.016 per share basic versus $0.007 in 2012, and AFFO rose 67% to $2.0 million or $0.017 per share basic versus $0.01 in 2012.
Fourth Quarter
- Revenue growth of 15% to $12.2
million compared to the fourth quarter of 2012;
- Adjusted EBITDA of $926, a 57%
increase compared with the same period in the prior year;
- Adjusted EBITDA prior to non-recurring items increased 32% to
$1.1 million compared to the same
period in the prior year;
- Non-recurring restructuring costs of $827 to relocate Calgary-based functions to Toronto, the Toronto office from a downtown location to a
suburban location and provision for the Calgary office to relocate to smaller premises
that should both reduce costs and improve efficiencies in the
future; and
- FFO of $688, a threefold increase
compared to the same period a year earlier, and AFFO of
$728, an increase of two and one half
times.
"The performance of the Company's Alberta operations is strong and the market
opportunity is significant," said Mary Ann
Curran, Chief Executive Officer of BrightPath. "Our
centres in Alberta averaged
occupancy levels in excess of 90%, generating 72% of our company
wide centre margin during the year. The significant success
of the Company's newly-developed centres, supported by strong
economic and market indicators has given us confidence to pursue
further growth opportunities in this region. These market
factors are supported by our significant market presence and
economies of scale available, resulting in enhanced profitability
state-of-the-art facilities."
Significant events for the twelve months ended
December 31, 2013:
- Management successfully arranged an increase of $17 million to its credit facility; the new limit
being $42 million. These funds
are designated to develop additional greenfield centres in
Alberta similar to the Company's
highly successful developments in the McKenzie Towne and
Chestermere areas of Calgary. Including cash on hand, the
Company now has more than $26.7
million of capital available to pursue its growth
strategy;
- Recent announcements in Alberta, in particular the province's strong
population and employment growth, the recent announcements of
further expansion of oil sands production and a positive outlook
for transportation of gas, oil and bitumen, lends support to the
Company's intention that near term growth will be focused in
western Canada. The support
of the Company's bank has enabled BrightPath to advance its
pipeline of greenfield and other new centre locations in the
Calgary and Edmonton markets which it anticipates
commencing over the next two quarters;
- The Company announced a long term lease agreement for a
newly-developed child care centre in Surrey, British Columbia. This brand new
facility will provide the community with 207 additional child care
spaces in a 18,200 square foot child care centre which is
anticipated to open in the fourth quarter of 2014;
- Newly-developed and redeveloped centres continued to show
strength during their first year of operation demonstrating the
unmet demand for quality child care which underpins the Company's
growth strategy. As noted in the table below, occupancies
range from 73.4% to 95.6% even though these properties have been
open for only 15 to 20 months;
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McKenzie
Towne
Calgary |
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Chestermere
Calgary |
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Lawrence
Kelowna |
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Highland
Park
Calgary |
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Total |
Capital invested ($ millions) |
|
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6.1 |
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6.1 |
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3.1 |
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1.6 |
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16.9 |
Spaces # |
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286(1) |
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247 |
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140 |
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|
75 |
|
|
748 |
Average occupancy
% in 2012 |
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73.3 |
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53.4 |
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65.6 |
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70.1 |
|
|
63.1 |
Average occupancy % in 2013 |
|
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95.6 |
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73.4 |
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78.5 |
|
|
91.5 |
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84.2 |
(1) |
The number of licensed spaces at McKenzie Towne was expanded
from 247 to 286 in October 2013. |
- The Company completed implementation of the principal modules
of its Enterprise Resource Planning Systems ("ERP"), which allow
greater efficiencies in utilization of personnel and
billing;
- The Company, after conducting a thorough business
review of centre operations and overhead costs,
has begun to relocate its accounting function from
Calgary to Toronto, relocated the
Toronto office from the downtown
core to a more cost-effective suburban location, and is
pursuing the relocation of its Calgary office to smaller and less costly
premises;
- The Company was able to increase the number of licensed spaces
at McKenzie Towne by 39 within the existing building envelope with
almost no capital cost bringing the total capacity to 286. This
space has since been essentially filled with the full financial
impact only being realized in fiscal 2014;
- The Company completed the acquisition of a child care centre in
Ottawa, Ontario, adding an
additional 47 licensed spaces to the Company's portfolio;
- The Company completed the strategic acquisition of a child care
centre in Calgary, Alberta, adding
an additional 129 licensed spaces to the Company's portfolio.
This centre offers a successful template for BrightPath to grow its
ancillary revenue streams. This centre had 1,400 registrations for
ancillary recreational programs during the latest twelve month
period at the time of acquisition;
- The Company launched a pilot program for enhanced recreational
programs for children enrolled at the centres and from the broader
community. The classes for 2½ to 12 year olds include dance, music,
yoga and sports instruction;
- The Company completed the acquisition of a child care centre in
Ottawa, Ontario, adding an
additional 77 licensed spaces to the Company's portfolio;
- The Company announced plans for the expansion of its child care
centre in the Calgary suburb of
Airdrie, Alberta. The
expansion is expected to cost approximately $0.6 million and will increase the licensed child
care spaces by approximately 55, bringing the total to 105.
Work is expected to be completed during 2014;
- The Company changed its name effective August 7, 2013 from Edleun Group, Inc. to
BrightPath Early Learning Inc. and its principal operating
subsidiary Edleun, Inc. to BrightPath Kids Corp. This new
name better reflects what the Company does, is more understandable
to parents and investors, and, accordingly, provides a superior
branding and marketing opportunity; and
- Three development centres successfully underwent the
accreditation process in Alberta. Under the Alberta accreditation program, child care
centres that are awarded this recognition exceed provincial
licensing standards and represent a greater attraction to the child
care workforce in the province.
In Ontario,
during the first half of 2013 overall performance of the Company's
centres was strong at 83% occupancy. During the second half
of the year, however, the third phase of a four-year phased
roll out of full day kindergarten ("FDK") caused a reduction in
enrollments of children in that age group resulting in lower
Adjusted EBITDA in the second half of the year. The Company's
licensed child care spaces for this age group currently represents
less than 4% of its system wide capacity. Changes underway to
reconfigure the FDK spaces to other age groups are anticipated to
meet increasing levels of demand for infant care and out of school
care. In addition, repositioning of certain centres between
Montessori and traditional child care is under consideration. It is
noteworthy that the Company's implementation in 2013 of its new ERP
systems noted herein, in conjunction with active operational
management, has already delivered significant financial benefits.
Specifically, despite the 6.9% drop in Ontario comparable centre enrollment the
centre margin amount improved by 8% in the fourth quarter year over
year, primarily due to tighter labour cost controls as well as a
modest decline in other operating expenses. In addition, since the
year end, the average Ontario
enrollment levels have increased by approximately 6 percentage
points.
Financial Review
($000's except where otherwise noted and per share amounts)
Selected Quarterly Information
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Q4
2013 |
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Q3
2013 |
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Q2
2013 |
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Q1 2013 |
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Q4
2012 |
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Q3
2012 |
|
Q2
2012 |
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Q1
2012 |
Revenue |
|
$ |
12,182 |
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$ |
11,211 |
|
$ |
11,941 |
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$ |
11,484 |
|
$ |
10,594 |
|
$ |
8,818 |
|
$ |
8,984 |
|
$ |
8,030 |
Centre margin1 |
|
3,209 |
|
2,592 |
|
3,216 |
|
3,159 |
|
2,731 |
|
2,108 |
|
2,709 |
|
2,475 |
Centre margin % |
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26.3 |
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23.1 |
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26.9 |
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27.5 |
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25.8 |
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23.9 |
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30.2 |
|
30.8 |
Adjusted EBITDA1 |
|
926 |
|
226 |
|
923 |
|
973 |
|
590 |
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(74) |
|
616 |
|
673 |
FFO1 |
|
688 |
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(161) |
|
646 |
|
760 |
|
228 |
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(285) |
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379 |
|
542 |
AFFO1 |
|
728 |
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(113) |
|
653 |
|
756 |
|
320 |
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(400) |
|
566 |
|
727 |
Net loss1 |
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(1,282) |
|
(1,287) |
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(504) |
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(396) |
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(1,587) |
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(1,543) |
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(539) |
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(793) |
Per share amounts: |
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Net loss |
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(0.011) |
|
(0.011) |
|
(0.004) |
|
(0.003) |
|
(0.013) |
|
(0.013) |
|
(0.005) |
|
(0.007) |
FFO |
|
0.006 |
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(0.001) |
|
0.005 |
|
0.006 |
|
0.002 |
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(0.002) |
|
0.003 |
|
0.005 |
AFFO |
|
0.006 |
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(0.001) |
|
0.005 |
|
0.006 |
|
0.003 |
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(0.003) |
|
0.005 |
|
0.006 |
Notes: |
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1. |
During the fourth quarter of 2012, an error in the previously
reported results for the first, second and third quarters of 2012
was identified. This error resulted in Salaries, Wages and Benefits
under Centre Expenses for those quarters being understated by $62,
$184 and $14, respectively. All amounts reported in this MD&A
have been amended to correct the error. This error has no impact on
the annual financial statements at December 31, 2012. |
For the three months ended December 31, 2013, the Company reported revenue
of $12,182 (December 31, 2012 - $10,594) and centre margin of $3,209 (December 31,
2012 - $2,731). The year over
year increase in revenue was due to a higher number of spaces
available for enrollment and higher occupancy rates combined with
fee increases in certain centres. Centre margin as a
percentage of revenue increased to 26.3% compared with 25.8% a year
earlier, with the increase mainly attributable to higher occupancy
levels, primarily from three newly-developed centres in
Alberta.
For the year ended December 31, 2013, revenue was $46,818 (December 31,
2012 - $36,426) and centre
margin was $12,176 (December 31, 2012 - $10,023). The year over year revenue
increase was due to the increased capacity in centres acquired and
expanded during 2013, full year contributions from newly-developed
centres opened in 2012 and centres acquired during 2012 as well as
higher overall occupancy levels. Centre margin as a
percentage of revenue declined from 27.5% to 26.0%; the difference
attributable mainly to accreditation costs at new centres,
enrollment decreases associated with FDK in Ontario, minor flood related expense incurred
in Alberta during the second
quarter of 2013 and the acquisition of two centres during the end
of the second quarter. These centres historically had little
or no summer programming.
Adjusted EBITDA for the fourth quarter of 2013
was $926 compared to $590 in the fourth quarter of 2012 primarily due
to higher centre margin driven by increased enrollment and fees, as
well as Adjusted EBITDA from centres acquired during 2013.
Although Alberta centres generated
increased Adjusted EBITDA in the fourth quarter compared to the
first and second quarters of 2013, this was offset by a decrease in
the Ontario centres, primarily due
to lower enrollments in September
2013 due to FDK. Fourth quarter results were also
tempered by $0.3 million of
non-recurring items associated with rebranding, business process
re-engineering costs and systems conversion related amounts,
without which Adjusted EBITDA would have been approximately
$1.1 million.
Adjusted EBITDA for the year ended December 31, 2013 was $3,048 compared to $1,805 in 2012 primarily for the same reasons as
for the three month period. Stabilized centres, representing
37 child care centres reported a 6% increase in revenue year over
year with centre margin the same in both periods due to higher
costs in Alberta and lower FDK
related margin in Ontario.
Non-stabilized centre margin increased from $437 to $2,653, of
which two thirds of the increase, or $1,420, was derived from the successful opening
of two greenfields and one redeveloped centre in Alberta. Annual results were tempered by
$0.9 million of non-recurring costs
associated with rebranding, business process re-engineering and
systems conversion related amounts, without which Adjusted EBITDA
would have been approximately $3.6
million for the year.
Adjusted EBITDA, AFFO and FFO -Amounts Amended For
Correction
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Q4
2013 |
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Q3 2013 |
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Q2
2013 |
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Q1
2013 |
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Q4 2012 |
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Q3
2012 |
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Q2
2012 |
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Q1
2012 |
Centre margin for the period as previously
reported |
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$ |
3,209 |
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$ |
2,592 |
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$ |
3,216 |
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$ |
3,159 |
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$ |
2,731 |
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$ |
2,122 |
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$ |
2,893 |
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$ |
2,537 |
Labour cost
correction1 |
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- |
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- |
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- |
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- |
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- |
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(14) |
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(184) |
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(62) |
Amended centre margin for the
period |
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3,209 |
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2,592 |
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3,216 |
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3,159 |
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2,731 |
|
2,108 |
|
2,709 |
|
2,475 |
General and administrative expense |
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(1,518) |
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(1,610) |
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(1,547) |
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(1,453) |
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(1,466) |
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(1,501) |
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(1,495) |
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(1,343) |
Taxes, other than income taxes |
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(34) |
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(30) |
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(26) |
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(48) |
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(43) |
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(47) |
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(59) |
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(15) |
Operating lease expense |
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(731) |
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(726) |
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(720) |
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(685) |
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(632) |
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(634) |
|
(539) |
|
(444) |
Adjusted EBITDA |
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$ |
926 |
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$ |
226 |
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$ |
923 |
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$ |
973 |
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$ |
590 |
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$ |
(74) |
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$ |
616 |
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$ |
673 |
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|
Q4
2013 |
|
Q3
2013 |
|
Q2
2013 |
|
Q1
2013 |
|
Q4 2012 |
|
Q3 2012 |
|
Q2
2012 |
|
Q1
2012 |
Net loss for the period |
|
$ |
(1,282) |
|
$ |
(1,287) |
|
$ |
(504) |
|
$ |
(396) |
|
$ |
|
(1,587) |
|
$ |
(1,529) |
|
$ |
(355) |
|
$ |
(731) |
Labour cost
correction1 |
|
|
- |
|
|
- |
|
|
- |
|
|
- |
|
|
|
- |
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|
(14) |
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|
(184) |
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|
(62) |
Amended net loss for the period |
|
$ |
(1,282) |
|
$ |
(1,287) |
|
$ |
(504) |
|
$ |
(396) |
|
$ |
|
(1,587) |
|
$ |
(1,543) |
|
$ |
(539) |
|
$ |
(793) |
Depreciation and certain other non-cash items |
|
|
929 |
|
|
851 |
|
|
843 |
|
|
773 |
|
|
|
845 |
|
|
761 |
|
|
478 |
|
|
459 |
Acquisition and development costs |
|
|
214 |
|
|
275 |
|
|
307 |
|
|
383 |
|
|
|
430 |
|
|
497 |
|
|
440 |
|
|
876 |
Restructuring costs |
|
|
827 |
|
|
- |
|
|
- |
|
|
- |
|
|
|
- |
|
|
- |
|
|
- |
|
|
- |
Terminated projects |
|
|
- |
|
|
- |
|
|
- |
|
|
- |
|
|
|
540 |
|
|
- |
|
|
- |
|
|
- |
FFO |
|
$ |
688 |
|
$ |
(161) |
|
$ |
646 |
|
$ |
760 |
|
$ |
|
228 |
|
$ |
(285) |
|
$ |
379 |
|
$ |
542 |
Stock based compensation |
|
|
76 |
|
|
176 |
|
|
129 |
|
|
61 |
|
|
|
174 |
|
|
170 |
|
|
237 |
|
|
196 |
Maintenance capital expenditure |
|
|
(36) |
|
|
(128) |
|
|
(122) |
|
|
(65) |
|
|
|
(82) |
|
|
(285) |
|
|
(50) |
|
|
(11) |
AFFO |
|
$ |
728 |
|
$ |
(113) |
|
$ |
653 |
|
$ |
756 |
|
$ |
|
320 |
|
$ |
(400) |
|
$ |
566 |
|
$ |
727 |
1 |
During the fourth quarter of 2012, an error in the previously
reported results for the first, second and third quarters of 2012
was identified. This error resulted in Salaries, Wages and Benefits
under Centre Expenses for those quarters being understated by $62,
$184 and $14, respectively. All amounts reported in this MD&A
have been amended to correct the error - see Adjusted EBITDA, FFO
and AFFO table below for further details. This error has no impact
on the annual financial statements at December 31, 2012. |
AFFO for the fourth quarter of 2013 was
$728 compared to $320 for the fourth quarter of 2012, the
difference primarily due to increased centre margin and lower
maintenance capital expenditures, partially offset by higher
finance costs and operating lease expense. AFFO per share for
the fourth quarter of 2013 was $0.006
compared to $0.003 for the fourth
quarter of 2012.
AFFO for the year ended December 31, 2013 was $2,024 compared to $1,213 for the 2012. AFFO per share for
2013 was $0.017 compared to
$0.010 in 2012.
FFO for the fourth quarter of 2013 was
$688 compared to $228 for the fourth quarter of 2012, the trends
for which were substantially the same as AFFO. FFO per share
for the fourth quarter of 2013 was $0.006 compared to $0.002 for the fourth quarter of 2013.
FFO for the year ended December 31, 2013 was $1,933 compared to $864 for the 2012. FFO per share for 2013
was $0.016 compared to $0.007 in 2012.
Child Care Centre Portfolio Overview
The Company's child care centre locations, number of licensed
spaces and average occupancy rates are as shown in the table that
follows. Average occupancies exhibit lower levels of
attendance July through August due to seasonality, the negative
effect of which was reduced in 2013 due to improved results from
summer programming.
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Area: |
|
Q4 2013 |
|
Q3 2013 |
|
Q2 2013 |
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Q1 2013 |
|
Q4 2012 |
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Q3 2012 |
|
Q2 2012 |
|
Q1 2012 |
Alberta
Ending Centres #
Ending Spaces #
Avg. Occupancy %
|
|
30
3,121
91.2 |
|
30
3,082
87.3 |
|
30
3,082
91.8 |
|
29
2,953
89.9 |
|
29
2,953
85.8 |
|
28
2,706
81.3 |
|
27
2,459
86.4 |
|
25
2,333
85.7 |
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|
British Columbia
Ending Centres #
Ending Spaces #
Avg. Occupancy %
|
|
7
576
78.4 |
|
7
576
72.4 |
|
8
609
78.9 |
|
8
609
78.2 |
|
8
609
77.1 |
|
8
609
63.7 |
|
8
609
81.1 |
|
7
469
82.4 |
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|
|
|
|
|
|
Ontario
Ending Centres #
Ending Spaces #
Avg. Occupancy %
|
|
14
1,440
72.1 |
|
14
1,440
63.7 |
|
14
1,440
82.8 |
|
14
1,428
80.7 |
|
13
1,381
78.5 |
|
10
1,300
64.6 |
|
10
1,300
86.9 |
|
8
1,106
89.6 |
|
|
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|
|
|
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|
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|
|
Total
Ending Centres #
Ending Spaces #
Avg. Occupancy %
|
|
51
5,137
84.4 |
|
51
5,098
79.0 |
|
52
5,131
87.7 |
|
51
4,990
85.9 |
|
50
4,943
82.7 |
|
46
4,615
74.3 |
|
45
4,368
85.9 |
|
40
3,908
86.3
|
Deferred Share Units ("DSU's")
For the three months ended December 31,
2013, five members of the board of directors of BrightPath
elected to receive board fees of $46
in the form of 153,123 DSU's in lieu of cash otherwise
payable. The DSU's were issued on January 31, 2014.
Outlook
The Company enters 2014 with clarity and high
expectations. During 2013, BrightPath invested not only in
technology and talent, but also in analysis and planning to
optimize efforts in 2014 and 2015. The Company's deliverables
are clear:
- To maximize the return on capital already invested through
optimized management of enrollment, fees and all costs - labour,
other operating and general and administrative; and
- To layer on substantial, accretive growth through newly
developed centres and acquisitions.
Action with respect to both of these priorities
is well underway. With respect to current operations, the
Company has initiated the following to improve financial
performance in all centres:
- A price increase was implemented effective January 1, 2014 - somewhat higher than inflation
to bring fees in line with the Company's position in the
market. This increase was based on detailed centre-level
analysis, taking occupancy levels and competitor rates into
consideration;
- The food menus and food procurement strategy has been revisited
to augment high nutritional standards while managing cost and
improving the effectiveness of centre operations. The Company
has consolidated its food purchasing with fewer vendors and is
taking advantage of its purchasing power to have food delivered for
all in best value;
- Other operating costs are being managed by negotiating volume
discounts wherever possible;
- The Company is utilizing the information now available through
its new technology to optimize labour efficiency, ensuring ratios
as required by legislation are met at all times while optimizing
costs; and
- An overhead reduction initiative is well underway with the
streamlining of several functions, the transfer of the accounting
department to Toronto and the
relocation and pending relocation of the Toronto and Calgary offices to lower cost facilities.
These specific initiatives are running parallel
with the ongoing efforts to increase enrollment at all centres with
available space and position the centres to be destinations of
choice for discerning parents.
The corporate and operating name changes support
the effort as the Company realizes improved recognition of its
brand and broader social marketing. Further, the vision and
mission of the Company is clearer with a more relevant name and the
effort put forth in communicating the Company's commitment to being
the Canadian leader in child development and care.
BrightPath is very pleased with the progress
being made with respect to newly-developed centres. The newest
development in Surrey, British
Columbia is on track to open in the fourth quarter of 2014,
and the early indication of enrollment is robust.
Furthermore, the Company is in the late stages of negotiations with
respect to two additional greenfield centres in high growth markets
in Alberta. The western
provinces have emerged as those of greatest opportunity in the
current market environment, although we remain committed to being a
national child care owner and developer.
The Company looks forward to realizing the
benefits of these operating and growth initiatives as we proceed
into 2014 and to improved financial metrics therefrom.
NON- IFRS PERFORMANCE MEASURES
The Company uses "centre margin" as a
performance indicator of child care centre operating results.
Centre margin does not have a standardized meaning prescribed by
IFRS and therefore may not be comparable with the calculation of
similar measures by other entities. Centre margin is
determined by deducting centre expenses from revenue. Centre
expenses exclude net rents due under leases for leasehold
properties and mortgage interest, if any, on those properties owned
by the Company.
BrightPath utilizes a number of key measures,
such as Adjusted EBITDA, FFO, AFFO, occupancy and centre margin,
that in its opinion are critical to measuring the progress of the
Company towards its strategic goals. The Company uses "stabilized
centre results" to measure performance. Acquired centres in
Alberta are deemed to be
stabilized 12 months following their acquisition. Acquired
centres in Ontario and
British Columbia and new
development centres in all provinces are deemed to be stabilized
after 24 months.
Adjusted EBITDA is calculated by deducting from
centre margin: general and administrative expenses, operating lease
expense and taxes other than income taxes. FFO is calculated by
adjusting the net loss to add back acquisition costs expensed as
incurred, depreciation and certain other non-cash items. AFFO is
calculated by adjusting FFO to add back stock based compensation
and deduct maintenance capital expenditures. Maintenance
capital expenditures consist of capital expenditures that are
capitalized for accounting purposes but are considered to represent
recurring costs such as facilities and leasehold maintenance and
the replacement of toys, appliances and other equipment.
Adjusted EBITDA, FFO and AFFO do not have
standardized meanings prescribed by IFRS. The Company's
method of calculating Adjusted EBITDA, FFO and AFFO may be
different from other entities and, accordingly, may not be
comparable to such other entities. Adjusted EBITDA, FFO and AFFO:
(i) do not represent cash flow from operating activities as defined
by IFRS; (ii) are not indicative of cash available to fund all
liquidity requirements, including capital for growth; and (iii) are
not to be considered as alternatives to IFRS based net income for
the purpose of evaluating operating performance.
Net income / loss is impacted by, among other
items, accounting standards that require child care centre
acquisition and transaction costs to be expensed as incurred.
As the Company executes its consolidation and development strategy
in the Canadian child care market, it will routinely incur such
expenses which will negatively impact the Company's reported net
income / loss, but not Adjusted EBITDA, FFO and AFFO.
QUARTERLY CONFERENCE CALL
BrightPath's quarterly results conference call
is scheduled for Friday, March 28,
2014 at 10:00 am EST.
The call details are as follows:
To access the conference call by telephone, dial
+1 (647) 427-7450 or +1 (888) 231-8191. Please connect
approximately 10 minutes prior to the beginning of the call. The
conference call will be archived for replay until Monday, April 14, 2014 at midnight. To access the
archived conference call, dial +1 (416) 849-0833 or +1 (855)
859-2056 and enter the reservation password 18186621 followed by
the number sign.
A live audio webcast of the conference call will be
available at:
http://www.newswire.ca/en/webcast/detail/1326089/1464825. Please
connect at least 10 minutes prior to the conference call to ensure
adequate time for any software download that may be required to
join the webcast. The webcast will be archived at the above website
for 90 days.
For more information on BrightPath visit
www.BrightPathKids.com/corporate. (TSX‐V: BPE).
FORWARD-LOOKING STATEMENTS:
Certain statements in this Release, which are not historical
facts, may constitute forward-looking statements or forward-looking
information within the meaning of applicable securities laws
("forward-looking statements"). Any statements related to
BrightPath's projected revenues, earnings, growth rates, revenue
mix, staffing and resources, and product plans are forward-looking
statements as are any statements relating to future events,
conditions or circumstances.
The use of terms such as "believes", "anticipates", "expects",
"projects", "targeting", "estimate", "intend" and similar terms are
intended to assist in identification of these forward-looking
statements. Readers are cautioned not to place undue reliance upon
any such forward-looking statements. Such forward-looking
statements are not promises or guarantees of future performance and
involve both known and unknown risks and uncertainties that may
cause the actual results, performance, achievements and/or
developments of BrightPath to differ materially from the results,
performance, achievements and/or developments expressed or implied
by such forward-looking statements. Forward-looking statements are
based on management's current plans, estimates, projections,
beliefs and opinions. Except as required by law, BrightPath does
not undertake any obligation to update forward-looking statements
should assumptions related to these plans, estimates, projections,
beliefs and opinions change.
The Company undertakes no obligation, except as required by law,
to update publicly or otherwise any forward-looking information,
whether as a result of new information, future events or otherwise,
or the above list of factors affecting this information. Many
factors could cause the actual results of BrightPath to differ
materially from the results, performance, achievements and/or
developments expressed or implied by such forward-looking
statements.
Neither TSX Venture Exchange nor its Regulation Services
Provider (as that term is defined in the policies of the TSX
Venture Exchange) accepts responsibility for the adequacy or
accuracy of this release.
BrightPath Early Learning Inc.
Consolidated Statements of Financial Position
|
(CDN $000's) |
December
31,
2013 |
December
31,
2012 |
Assets
|
|
Non-current assets
|
|
|
Property and equipment |
$ |
46,187 |
$ |
46,205 |
|
|
Goodwill and definite life intangible assets
|
30,273 |
28,184 |
|
76,460 |
74,389 |
Current assets
|
|
|
Cash |
3,940 |
5,800 |
|
|
Accounts receivable |
1,891 |
1,663 |
|
|
Prepaid and other expenses |
968 |
1,864 |
|
|
Short term investments |
39 |
259 |
|
6,838 |
9,586 |
|
Total Assets |
$ |
83,298 |
$ |
83,975 |
|
Liabilities
|
|
Non-current liabilities
|
|
|
Long term debt and financing leases |
$ |
17,936 |
$ |
11,828 |
|
|
Convertible debentures - liability
component |
4,413 |
4,353 |
|
22,349 |
16,181 |
Current liabilities |
|
|
|
Accounts payable and accrued liabilities
|
3,314 |
3,925 |
|
|
Provision for restructuring costs |
660 |
- |
|
|
Deferred revenue |
1,216 |
867 |
|
|
Current portion of debt and financing leases |
1,272 |
5,488 |
|
6,462 |
10,280 |
|
Total Liabilities |
28,811 |
26,461 |
|
Shareholders' Equity
|
|
|
Share capital |
66,030 |
66,030 |
|
|
Convertible debentures - equity component
|
342 |
342 |
|
|
Equity settled share based compensation
|
2,026 |
1,584 |
|
|
Accumulated deficit |
(13,911) |
(10,442) |
Total Shareholders' Equity |
54,487 |
57,514 |
|
Total Liabilities and Shareholders'
Equity |
$ |
83,298 |
$ |
83,975 |
|
|
|
|
|
BrightPath Early Learning Inc.
Consolidated Statements of Operations and Comprehensive
Loss
Years ended December 31, 2013 and
2012
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Three
months
ended December 31, |
Year
ended December 31, |
(CDN $000's) |
2013 |
2012 |
2013 |
2012 |
|
|
|
|
|
Revenue |
$ |
11,757 |
$ |
10,302 |
$ |
45,481 |
$ |
35,365 |
Government grants |
|
425 |
|
292 |
|
1,337 |
|
1,061 |
Total revenue |
|
12,182 |
|
10,594 |
|
46,818 |
|
36,426 |
|
|
|
|
|
Centre expenses |
|
|
|
|
|
Salaries, wages and benefits |
6,350 |
5,879 |
24,962 |
19,172 |
|
Other operating expenses |
2,623 |
2,244 |
9,680 |
7,231 |
Centre margin |
3,209 |
2,471 |
12,176 |
10,023 |
|
|
|
|
|
Operating leases |
731 |
632 |
2,862 |
2,249 |
Finance |
351 |
301 |
1,288 |
614 |
General and administrative |
1,518 |
1,465 |
6,128 |
5,805 |
Taxes, other than income taxes |
34 |
43 |
138 |
163 |
Restructuring costs |
827 |
- |
827 |
- |
Acquisition and development costs |
214 |
430 |
1,179 |
2,243 |
Terminated projects and other |
- |
540 |
- |
540 |
Stock-based compensation |
76 |
174 |
442 |
777 |
Depreciation and amortization |
786 |
710 |
2,875 |
2,134 |
|
4,537 |
4,295 |
15,739 |
14,525 |
|
|
|
|
|
Loss before other income |
(1,328) |
(1,824) |
(3,563) |
(4,502) |
|
|
|
|
|
Other income |
48 |
7 |
96 |
70 |
Loss before income taxes |
(1,280) |
(1,817) |
(3,467) |
(4,432) |
|
|
|
|
|
Income tax expense |
2 |
30 |
2 |
30 |
Net Loss and Total Comprehensive
Loss |
$ |
(1,282) |
$ |
(1,847) |
$ |
(3,469) |
$ |
(4,462) |
|
|
|
|
|
|
Net loss per share |
|
|
|
|
|
|
Basic and diluted |
$ |
(0.011) |
$ |
(0.013) |
$ |
(0.028) |
$ |
(0.037) |
Weighted average number of common
shares |
|
|
|
|
|
|
Basic and diluted |
|
121,719,316 |
121,687,274 |
121,719,316 |
120,317,053 |
BrightPath Early Learning Inc.
Consolidated Statements of Changes in Shareholders'
Equity
Years ended December 31, 2013 and
2012
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(CDN $000's) |
|
Share Capital |
|
Convertible
Debentures -
Equity
Component |
|
Equity
Settled
Share Based
Compensation |
|
Accumulated
Deficit |
|
Shareholders'
Equity |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Balance at January
1, 2012 |
|
$ |
62,931 |
|
$ |
- |
|
$ |
1,330 |
|
$ |
(5,980) |
|
$ |
58,281 |
Stock-based
compensation |
|
|
17 |
|
|
- |
|
|
760 |
|
|
- |
|
|
777 |
Warrants
exercised |
|
|
2,662 |
|
|
- |
|
|
(412) |
|
|
- |
|
|
2,250 |
Options exercised |
|
|
420 |
|
|
- |
|
|
(94) |
|
|
- |
|
|
326 |
Issue of convertible
debentures |
|
|
- |
|
|
342 |
|
|
- |
|
|
- |
|
|
342 |
Net loss and
comprehensive loss |
|
|
- |
|
|
- |
|
|
- |
|
|
(4,462) |
|
|
(4,462) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Balance at
December 31, 2012 |
|
$ |
66,030 |
|
$ |
342 |
|
$ |
1,584 |
|
$ |
(10,442) |
|
$ |
57,514 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Balance at January
1, 2013 |
|
$ |
66,030 |
|
$ |
342 |
|
$ |
1,584 |
|
$ |
(10,442) |
|
$ |
57,514 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Stock-based
compensation |
|
|
- |
|
|
- |
|
|
442 |
|
|
- |
|
|
442 |
Net loss and
comprehensive loss |
|
|
- |
|
|
- |
|
|
- |
|
|
(3,469) |
|
|
(3,469) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Balance at
December 31, 2013 |
|
$ |
66,030 |
|
$ |
342 |
|
$ |
2,026 |
|
$ |
(13,911) |
|
$ |
54,487 |
BrightPath Early Learning Inc.
Consolidated Statements of Cash Flow
Years ended December 31, 2013 and
2012
|
|
|
|
|
|
Three months ended
December 31, |
Year ended
December 31, |
(CDN $000's) |
|
2013 |
2012 |
2013 |
2012 |
|
|
|
|
|
|
Cash provided by (used in): |
|
|
|
|
|
|
|
|
|
|
|
Operating Activities: |
|
|
|
|
|
Net loss |
|
$ |
(1,282) |
$ |
(1,847) |
$ |
(3,469) |
$ |
(4,462) |
Items not affecting cash: |
|
|
|
|
|
|
|
Depreciation and amortization |
|
786 |
710 |
2,875 |
2,134 |
|
|
Depreciation included in operating costs |
|
47 |
36 |
131 |
84 |
|
|
Finance costs |
|
351 |
301 |
1,288 |
614 |
|
|
Stock-based compensation |
|
76 |
174 |
442 |
777 |
|
|
Change in fair value of convertible debenture
liability component |
|
(38) |
- |
(38) |
- |
|
|
Income tax expense |
|
2 |
30 |
2 |
30 |
Change in non-cash working
capital |
|
(384) |
2,194 |
216 |
2,020 |
Cash generated/(used) from
operations |
|
(442) |
1,598 |
1,447 |
1,197 |
|
|
|
|
|
|
Finance costs paid |
|
(323) |
(257) |
(1,055) |
(502) |
Net cash (used)/generated by operating
activities |
|
(765) |
1,341 |
392 |
695 |
|
|
|
|
|
|
Investing Activities |
|
|
|
|
|
Acquisitions |
|
343 |
(2,425) |
(1,845) |
(4,598) |
Property and equipment |
|
(182) |
(954) |
(2,015) |
(13,287) |
Restricted cash |
|
- |
(220) |
220 |
(220) |
|
|
161 |
(3,599) |
(3,640) |
(18,105) |
|
|
|
|
|
|
Financing Activities |
|
|
|
|
|
Exercise of warrants |
|
- |
- |
- |
2,250 |
Exercise of options |
|
- |
26 |
- |
326 |
Loan proceeds |
|
- |
5,960 |
2,350 |
14,549 |
Financing transaction costs |
|
(27) |
- |
(118) |
- |
Loan repayments |
|
(208) |
(105) |
(613) |
(285) |
Proceeds of convertible debentures
issue |
|
- |
- |
- |
5,000 |
Convertible debenture issuance
costs |
|
- |
(8) |
- |
(388) |
Finance lease repayments |
|
(32) |
(9) |
(231) |
(153) |
|
|
(267) |
5,864 |
1,388 |
21,299 |
|
|
|
|
|
|
Change in Cash |
|
(871) |
3,606 |
(1,860) |
3,889 |
Cash at beginning of year |
|
4,811 |
2,194 |
5,800 |
1,911 |
Cash at end of year |
|
$ |
5,800 |
$ |
5,800 |
$ |
3,940 |
$ |
5,800 |
SOURCE BrightPath Early Learning Inc.