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At least 253 records · Page 14Linked to original sources
PubMed2006

Reaching with alien limbs: visual exposure to prosthetic hands in a mirror biases proprioception without accompanying illusions of ownership.

In five experiments, we investigated the effects of visual exposure to a real hand, arubber hand, or a wooden block on reaching movements made with the unseen left hand behind a parasagittal mirror. Participants reached from one of four starting positions, corresponding to four levels of conflict between the proprioceptively and visually specified positions of the reaching hand. Reaching movements were affected most by exposure to the real hand, intermediately by the rubber hand, and least of all by the wooden block When the posture and/or movement of the visible hand was incompatible with that of the reaching hand, the effect on reaching was reduced. A "rubber hand illusion" questionnaire revealed that illusions of ownership of the rubber hand were not strongly correlated with reaching performance. This research suggests that proprioception is recalibrated following visual exposure to prosthetic hands and that this recalibration is independent of the rubber hand illusion.

Adolescent↗
PubMed1992

Ownership issues blurring the future of imaging centers.

Federal "safe harbor" regulations, rulings from the Internal Revenue Service and various state initiatives on self-referrals are setting the stage for a massive unraveling of physician and hospital-physician joint ventures that own diagnostic imaging centers. Such changes, especially an increase in corporate ownership of freestanding centers, could raise the competition for outpatient business to new heights.

Ambulatory Care Facilities↗
PubMed1994

Transfer of ownership: antidote to closure.

In the 1990s, many hospitals will continue to be confronted with financial, regulatory, and medical staff issues that threaten their survival. Inadequate reimbursement, HCFA certification problems, and aging medical staffs are just a few examples of the many difficult issues health care institutions face today and that have contributed to the phenomenal number of failing hospitals. Failing hospitals must consider all their options, such as turnaround process, modification of service mix, change to a specialty hospital, transfer to a new owner, or closure. Selection of the most appropriate option hinges on the hospital's goals and mission, its need in the community, and its owner's and sponsor's desire or ability to continue in the health care business. This article will discuss the transfer of ownership option.

Bankruptcy↗
PubMed1995

CFO compensation influenced by organizational size, ownership.

Results of a 1995 compensation survey of healthcare organization chief financial officers (CFOs) indicate that the larger the organization for which the CFO works (as measured by operating revenues), the larger the CFO's compensation package. The survey findings show that CFOs who work for organizations with annual operating revenues of more than $199 million earn an average of $189,300 annually, while CFOs at organizations with operating revenues less than $50 million earn $76,400. Other factors influencing CFOs compensation, according to survey results, include education level, gender, and job responsibilities; geographic location of the employing organization; organizational type (multi-unit system, stand-alone hospital, etc.); and organizational ownership (physician-owned, not-for-profit, etc.) The survey was co-sponsored by the Healthcare Financial Management Association (HFMA) and Aetna Life Insurance and Annuity Company and conducted by Management Compensation Services, a division of Hewitt Associates LLC. It is the first HFMA survey to be devoted entirely to compensation. In previous years, compensation data were obtained as part of CFO profile survey findings.

Data Collection↗
PubMed1997

The impact of consolidation on Medicare reimbursement. Mergers, acquisitions, and other types of consolidations involve a change in ownership that implies termination of Medicare participation for the consolidating providers.

In order to fully understand the ramifications of consolidations, mergers, and acquisitions on Medicare reimbursement issues, healthcare financial managers must be well versed in the nuances of governance and managerial control, legal and regulatory compliance, and reimbursement. For example, when consolidations occur, there may be a desire for more shared control of a consolidated organization than would result if assets were sold outright. In addition, three important legal and regulatory issues must be dealt with when consolidations occur: change of ownership rules, cost-reporting consistency rules, and capital PPS rules. Finally, the consolidation of two or more organizations under a single Medicare provider number has several ongoing effects on Medicare reimbursement. DRG standardized amount and area wage index, rural referral centers, sole community providers, disproportionate share hospitals, and medical education are five areas affected.

Capital Expenditures↗
PubMed1998

Medicare program; limit on the valuation of a depreciable asset recognized as an allowance for depreciation and interest on capital indebtedness after a change of ownership--HCFA. Final rule with comment period.

This final rule with comment period revises the Medicare provider reimbursement regulations relative to allowable costs and sets a limit on the valuation of a depreciable asset that may be recognized in establishing an appropriate allowance for depreciation and for interest on capital indebtedness after a change of ownership that occurs on or after December 1, 1997. These provisions apply to providers that are reimbursed on the basis of reasonable costs. This change implements the mandate in section 4404 of the Balanced Budget Act of 1997 (Pub. L. 105-33).

Capital Financing↗
PubMed1998

Recent changes to the Internal Revenue Code may require tax-exempt hospitals to restructure ownership of certain activities.

This article by attorney mandarino explores the implications of a 1997 change in the Internal Revenue Code affecting tax-exempt hospitals which run or operate for-profit businesses. The piece explores the application of prior law to hospital ownership of for-profit ventures and continues on to review the implications of the 1997 amendment, particularly on existing structures. The article conclude with suggestions to avoid applications of the amended section.

Commerce↗
PubMed2000

Ownership, competition, and the adoption of new technologies and cost-saving practices in a fixed-price environment.

Advances in medical technology have been implicated as the primary cause of rising health care expenditures. It is not yet known whether the increasing prevalence of managed care mechanisms, particularly capitation, will change substantially incentives for acquiring and using cost-increasing innovations. We examined the decisions of dialysis units (a set of providers that has faced capitation and real decreases in payment for several decades) with respect to use of cost-increasing technologies that enhance quality of care, cost-cutting practices that reduce quality of care, and amenities desired by patients that are unrelated to quality of care. We found that the dialysis payment system does not appear to have blocked access to a number of new, quality-enhancing technologies that were developed in the 1980s. However, facilities made adjustments along other valuable margins to facilitate adoption of these technologies; use of new technologies varied with numerous facility, regulatory, and case-mix characteristics including ownership, chain membership, size, market competition, and certificate of need programs. Interestingly, the trade-offs made by for-profit and nonprofit facilities when faced with fixed prices appeared quite different. For-profits tended to deliver lower technical quality of care but more amenities, while nonprofits favored technical quality of care over amenities. Our findings may have implications for the response of other types of health care providers to capitation and increasing economic constraints.

Adult↗
PubMed2001

Cohabiting couples in Great Britain: accommodation sharing, tenure and property ownership.

This article first considers some information from a pilot survey to test questions on past cohabiting unions which did not lead to marriage: when they started and finished; the reason why the couple stopped living together (either because the relationship ended, or because they stopped sharing the same accommodation, or both), and the corresponding durations. The article also analyses the key characteristics and immediate past accommodation history of couples who are currently cohabiting. In particular, patterns of tenure, property ownership and length of time cohabiting are explored--from a family law perspective.

Adolescent↗
PubMed2002

Neighbourhood catchments: a new approach for achieving ownership and change in catchment and stream management.

The Neighbourhood Catchment approach integrates land and stream management practices at a property and through to a local catchment scale, links production and environmental goals, and is a building block to achieve ownership and change at a sub-catchment scale and larger. Research conducted in two 'focus' Neighbourhood Catchments has shown that land management practices that retain >30% soil cover reduce sediment movement to streams. The Neighbourhood Catchment approach engages both early and cautious adopters, and enables continuous improvement of resource management to take place, and be recorded at an individual property and local catchment scale.

Australia↗
PubMed1992

Pet ownership and risk factors for cardiovascular disease.

OBJECTIVE: To compare risk factors for cardiovascular disease in pet owners and non-owners. DESIGN AND PATIENTS: Accepted risk factors for cardiovascular disease were measured in 5741 participants attending a free, screening clinic at the Baker Medical Research Institute in Melbourne. Blood pressure, plasma cholesterol and triglyceride values were compared in pet owners (n = 784) and non-owners (n = 4957). RESULTS: Pet owners had significantly lower systolic blood pressure and plasma triglycerides than non-owners. In men, pet owners had significantly lower systolic but not diastolic blood pressure than non-owners, and significantly lower plasma triglyceride levels, and plasma cholesterol levels. In women over 40 years old, systolic but not diastolic pressure was significantly lower in pet owners and plasma triglycerides also tended to be lower. There were no differences in body mass index and self-reported smoking habits were similar, but pet owners reported that they took significantly more exercise than non-owners, and ate more meat and "take-away" foods. The socioeconomic profile of the pet owners and non-owners appeared to be comparable. CONCLUSIONS: Pet owners in our clinic population had lower levels of accepted risk factors for cardiovascular disease, and this was not explicable on the basis of cigarette smoking, diet, body mass index or socioeconomic profile. The possibility that pet ownership reduces cardiovascular risk factors should therefore be investigated.

Animals↗
PubMed2004

7 steps for evaluating primary care practice ownership.

Hospitals shouldn't dismiss a primary care practice ownership strategy from the outset. Instead, it's important to learn from past missteps and conduct a thorough analysis of the opportunity by focusing on population growth and demographics, hospital utilization rates, disease and illness rates, physician supply and demand, market share, case-mix index, other hospital-owned physician practices, and concerns pertinent to the potential development site.

Demography↗
PubMed2005

Healthcare technology project ownership.

Hospitals have great expectations that technology will address their critical strategic issues. However, obtaining satisfactory results--or having confidence that it can be done well--has been a challenge. Most hospital executives acknowledge that success is not primarily a matter of whether or not the technology is capable of performing required functions; rather, it is a matter of whether people will use the new technology to improve performance. While care delivery, patient safety, and hospital margins stand to gain from the increased use of automation and electronic information, these are not actually technology projects. Instead, these are process breakthroughs that are enabled by technology that yield performance improvements. Hospital clinical and administrative leaders own the results and must take active ownership of projects. This paradigm shift begins when project sponsors have a clear understanding of their role in technology-based change initiatives.

Information Systems↗
PubMed2005

An overview of federal laws and regulations governing ownership in and reimbursement for ambulatory surgical centers.

This article has addressed certain of the key federal regulatory schemes governing ASCs with which owners and operators of ASCs should be familiar. In addition to the regulatory schemes addressed herein, we encourage owners and operators of ASCs to familiarize themselves with other critical requirements such as those relating to antitrust issues, taxation issues and state requirements regarding licensure, certification, ownership arrangements, and reimbursement.

Ownership↗
PubMed1991

Uncompensated care before and after prospective payment: the role of hospital location and ownership.

Research was undertaken to determine the effects of hospital ownership, location, and Medicare's prospective payment system (PPS) on inpatient uncompensated care. A nonequivalent group design was used with repeated measures of uncompensated care (UNCC) on 137 system hospitals taken pre- and post-PPS. Investor-owned system hospitals demonstrated the largest increase in UNCC (37 percent) under the PPS. Results suggest that not-for-profit and investor-owned system hospitals are becoming more similar in levels of uncompensated care provided and that the PPS has had a negative effect on rural hospital profitability.

Analysis of Variance↗
PubMed1990

The effects of Medicaid reimbursement method and ownership on nursing home costs, case mix, and staffing.

In this study we analyze the effects of ownership and Medicaid cost containment initiatives on nursing home costs, payer mix, case mix, and staffing, using 1981 Medicare cost reports and Medicare/Medicaid Automated Certification files. As Medicaid cost containment incentives become stronger, nursing homes respond by decreasing case mix and commensurately decreasing staffing. When these incentives are especially strong, staffing is reduced beyond the apparently appropriate level, given the case mix. In addition, while chain facilities have lower costs than other types of facilities, these lower costs do not appear to come from either increased cream-skimming or reduced staffing levels.

Aged↗
PubMed1985

The extent of ownership and the characteristics of Medicare supplemental policies.

Whether Medicare beneficiaries own private health insurance to supplement Medicare, and the characteristics of the policies they do own, are of interest both to public policy makers and to insurers. In this analysis of responses to a random survey of Medicare beneficiaries and of copies of the private insurance policies owned by these beneficiaries, the following variables were found to be important determinants of policy ownership: income, education, race, and self-perceived health status. It was also found that although most policies provide comprehensive coverage for Medicare copayments, few provide coverage for the many services and products needed by the elderly that are not covered by Medicare.

Aged↗
PubMed1993

The association of ownership and system affiliation with the financial performance of inpatient psychiatric hospitals.

Using a pooled, cross-sectional time-series analysis, this study examines the relationship of financial performance of short-term, inpatient psychiatric hospitals to ownership and system affiliation. After controlling for market variables, case mix, the number of services, and bed size, the results indicate that for-profit psychiatric hospitals had higher revenues per adjusted discharge, higher expenses per adjusted discharge, and higher profitability compared to not-for-profit hospitals. System affiliated psychiatric facilities had lower revenues per adjusted discharge, lower expenses per adjusted discharge, and lower profitability than freestanding facilities.

Centers for Medicare and Medicaid Services, U.S.↗