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At least 271 records · Page 15Linked to original sources

Program budgeting and marginal analysis: a case study in chronic airflow limitation.

Program budgeting and marginal analysis is a method of priority-setting in health care. This article describes how this method was applied to the management of a disease-specific group, chronic airflow limitation. A sub-program flow chart clarified the major cost drivers. After assessment of the technical efficiency of the sub-programs and careful and detailed analysis, incremental and decremental wish lists of activities were established. Program budgeting and marginal analysis provides a framework for rational resource allocation. The nurturing of a vigorous program management group, with members representing all participants in the process (including patients/consumers), is the key to a successful outcome.

Budgets↗

Budget-holding: the answer to Australian primary care reform?

In common with other Organisation for Economic Cooperation and Development (OECD) countries, Australia is experiencing growth in expenditure on health care. However, while many other nations continue to pursue some variation of managed competition to address these problems, Australia has chosen a more incremental reform path, with initiatives such as the General Practice Strategy, restrictions in doctor supply and coordinated care trials. This article reviews the likely effectiveness of such initiatives in the light of experience and evidence of budget-holding in achieving similar objectives overseas. It concludes that budget-holding offers a more effective strategy than current 'piecemeal' reforms to contain costs and increase efficiency within Australian health care.

Australia↗

Predicting percentage of individuals consuming foods from percentage of households purchasing foods to improve the use of household budget surveys in estimating food chemical intakes.

OBJECTIVE: To examine the hypothesis that there is sufficient agreement between percentage of households purchasing selected foods using household budget surveys and percentage of individuals consuming these foods as determined in individual-based surveys to allow the former to act as a surrogate for the latter when estimating food chemical intakes using household budget data. DESIGN: Database study. SETTING: Databases from Sweden, The Netherlands. Ireland and the UK. SUBJECTS: 319 foods (Sweden n = 60, The Netherlands n = 80, Ireland n = 90, UK n = 89). RESULTS: Pearson correlations demonstrated a high degree of linear association between % households purchasing and % consumers (r = 0.86). Regression analysis defined a close positive relationship between the two datasets (slope 0.95, intercept +2.74). Across countries, using the regression equation, the % households predicted % consumers to within 5% of the true value for between 33 and 48% of foods and to within 10% for between 53 and 78% of foods. CONCLUSIONS: Values for % households can be used as a crude surrogate for % consumers and can thus play a role in improving estimates of food additive intake.

Adult↗

Billions for biodefense: federal agency biodefense budgeting, FY2005-FY2006.

Since 2001, the United States government has spent substantial resources on preparing the nation against a bioterrorist attack. An earlier article analyzed the civilian biodefense funding by the federal government from fiscal years 2001 through 2005. This article updates those figures with budgeted amounts for fiscal year 2006, specifically analyzing the budgets and allocations for biodefense at the Department of Health and Human Services, the Department of Homeland Security, the Department of Agriculture, the Environmental Protection Agency, the National Science Foundation, and the Department of State.

Bioterrorism↗

The flexible budget process--a tool for cost containment.

This past year the authors have been using a new tool to examine and monitor their laboratory's expenditures. Called "flexible budgeting," this process has been used to analyze the cost behavior of all operating expenses, establish budget levels for different levels of activity, and monitor activity based on relative cost rather than simply the number of tests performed. The authors' experience has shown that this tool provides much more information than previous procedures. However, better methods need to be developed for monitoring expenditures so that this information can be used effectively.

Budgets↗

European food availability databank based on household budget surveys: the Data Food Networking initiative.

BACKGROUND: There is a need in Europe for sources of dietary data that would provide a regular flow of comparable nutrition information. In this context, the Data Food Networking (DAFNE) project has been developing a cost-effective food databank that allows monitoring of food availability within and between countries. METHODS: The DAFNE project has developed a common classification system for the food and socio-demographic variables recorded in the national household budget surveys. Daily individual food availability was estimated for each participating country and basic descriptive statistics were used to depict the nutritional habits of the populations. RESULTS: The DAFNE databank is freely accessible through DafneSoft (www.nut.uoa.gr). Three figures, based on Greek, Norwegian and UK data respectively, were selected to indicatively present the potential of the DAFNE data in order to monitor changes in the availability of 12 food groups over time; to study the effect of education in the total added lipid availability; and to follow time changes in fresh vegetable availability between manual and non-manual households. CONCLUSION: The HBS data allows the highlighting of issues related to nutrition surveillance. The application of the DAFNE methodology in developing a databank of standardized dietary data offers a realistic option for monitoring dietary habits in Europe. Benefiting from this potential, the European Union may additionally consider the undertaking of a pan-European individual dietary survey, in a sub-sample of the household budget population.

Budgets↗

Challenges in implementing a budget-holding programme for primary care clinics.

In 1990, Kupat Holim Clalit (KHC), Israel's largest sick fund, initiated a demonstration programme for transforming a number of primary care clinics in the Negev district of southern Israel into autonomous budget-holding units. Four programme components were implemented in the nine participating clinics: allocation of a fixed budget; expansion of day-to-day decision-making authority; establishment of a computerized information system to produce monthly reports on expenditure; and provision of incentives for budgetary control. The research findings are based on a four-year evaluation of the programme, which involved a longitudinal case study conducted with multiple research tools: in-depth interviews, a staff survey, and analysis of relevant documents. This article analyzes the challenges involved in implementing the demonstration programme. It examines clinic staff evaluation of the implementation process (e.g. overall staff had a positive attitude toward it); assesses staff satisfaction with clinic participation in the programme (while only 33% were satisfied, only 21% said they would like the clinic to revert to the pre-programme model) and factors influencing this satisfaction (among them intrinsic benefits, perception of the programme as fair and age); and discusses the lessons to be learnt from the programme regarding effective implementation of organizational change. The main lessons indicate the importance of certain factors in implementing such programmes: (a) long-term management commitment to the programme; (b) appointment of agents of change/programme administrators; (c) establishment of a formal agreement between the parties involved; (d) establishment of communication channels between the parties involved; (e) intrinsic benefits for staff, perceived as incentives to economize; (f) reliable data, perceived to be reliable by the parties involved; (g) staff participation in the process of change; and (h) involvement of the participating unit as a single entity.

Budgets↗

A zero-base approach to medical school planning and budgeting.

The University of Michigan Medical School has concluded that the traditional budgeting process used by it and other academic institutions fails to discriminate adequately among programs, particularly in times of level or declining resources, and that this failure could result in mediocrity. As a result, the school decided to develop a new system for managing resources and chose to explore an approach that utilizes the principles of zero-base budgeting. An important reason for selecting this technique was its requirement that managers plan, evaluate, and set priorities for all programs, existing as well as new. After a feasibility study that produced encouraging results, a test implementation of the newly developed system was carried out in all six of the school's basic science departments and in two clinical departments. While some difficulties were encountered, including those normally associated with the introduction of a new and complex system, the results of the test implementation were encouraging, and the process is undergoing further development to broaden its application in the clinical departments.

Budgets↗

The Balanced Budget Act of 1997 and rural training supported by Medicare graduate medical education funds.

The Balanced Budget Act of 1997 promised a number of changes in medical education to benefit rural communities. The changes suggested that physician training would be more available in rural communities, programs training physicians for work in rural communities would be better supported, and residency programs would be allowed to be separate from hospitals. The regulations developed by the Health Care Financing Administration to implement the act are reviewed in the context of these expectations. Limitations in the regulations indicate that rural communities will see little benefit from this legislation. This article is a commentary on the expectations and reality of the effects of the Balanced Budget Act of 1997 on rural training supported by Medicare.

Budgets↗

Tracking the response to the Balanced Budget Act of 1997: impact on Medicare managed care enrollment in rural counties.

The impact of the Balanced Budget Act of 1997 on recent changes in enrollment of Medicare beneficiaries into managed care plans is examined. The Balanced Budget Act of 1997 created a new payment structure for Medicare risk contracts, which, in 1998, resulted in all counties receiving either a minimum payment or a payment with the increase restricted at 2 percent growth over the 1997 rate. Using a baseline of December 1997 and enrollment data through June 1998, differences in early enrollment trends between urban and rural counties and between counties at various rates of payment are examined. As expected, continued enrollment increases in all counties is observed but with some concerns about slow enrollment growth--and announcements of plan terminations--in counties with payment rates in the mid-range, above the floor payment but subject to the 2 percent growth. In addition, evidence of considerable changes in the benefits offered by plans and the premiums charged to beneficiaries also was observed during the first nine months of 1998. The implications for growth of managed care options in rural areas are still unclear. The floor on payments may be helpful, but constraints in payment increases and delays in implementing a blended rate can be expected to create a negative impact on decisions to market managed care plans.

Budgets↗

2001 spending. NIH gets $2.5 billion more as Congress wraps up budget.

Last week, the U.S. Congress approved a 14.2% increase for the National Institutes of Health (NIH), to a record $20.3 billion, keeping the agency on track to double its budget by 2003. The 15 December vote essentially upheld a funding deal that lawmakers had sealed on 29 October with a red wine toast, overcoming last-minute opposition from fiscal conservatives who sought to freeze budgets at existing levels.

Budgets↗

Costing clinical biochemistry services as part of an operational management budgeting system.

The process of costing clinical biochemistry tests as a component of the commissioning of a unit management budgeting system based on an International Computers Limited (ICL) minicomputer system was examined. Methods of apportioning consumable and labour costs under direct and indirect cost headings and as test and request charges were investigated, and in this currently operational system it was found that 38% of consumable costs and 57% of labour costs were not a direct component of the routine analysis function. Means of assigning test costs to a given request source and the incorporation of such charges into clinical budget statements were looked at. A reduction in laboratory workload did not produce a comparable reduction in laboratory costs. For a theoretical reduction in workload of 20% only a 3.8% laboratory saving in recoverable costs could be expected.

Biochemistry↗

Programme budgeting and marginal analysis: an approach to priority setting in need of refinement.

Programme budgeting is enjoying a revival in the British National Health Service primarily because of its recent coupling with marginal analysis. As well as providing a means of mapping activity and expenditure from the institutions providing care to the population receiving it, programme budgeting and marginal analysis aim to assist strategic planning by indicating where net benefits might be increased by reallocating spending within programmes. However, the method to achieve this is not yet sufficiently refined and results to date have been mixed. In particular, the approach to identifying options for evaluation is flawed because of the importance attached to the role of 'expert' groups. A more systematic technique is suggested to overcome present methodological deficiencies.

Budgets↗

National survey of cancer educators: salary and budget.

The National Cancer Institute's Cancer Patient Education Network (CPEN) is composed of cancer education leaders from National Cancer Institute (NCI)-designated comprehensive and clinical cancer centers throughout the United States. Despite this commonality, the role and responsibilities of CPEN members vary across institutions. In an effort to further understand the commonalities and variances among the membership, the authors undertook a research project addressing salary and budget issues across NCI-designated cancer centers. The purpose of this study was to benchmark salaries and budgets of cancer educators at NCI-designated cancer centers; provide information to support a competitive salary range based on benchmarking with peers responsible for cancer patient education; and glean information on CPEN membership, roles, education levels, and job functions. This article highlights lessons learned and offers suggestions for using this information in a broader capacity for other cancer patient educators and patient educators in general.

Benchmarking↗

The Balanced Budget Act of 1997 and the financial health of teaching hospitals.

BACKGROUND: We wanted to evaluate the most recent, complete data related to the specific effects of the Balanced Budget Act of 1997 relative to the overall financial health of teaching hospitals. We also define cost report variables and calculations necessary for continued impact monitoring. METHODS: We undertook a descriptive analysis of hospital cost report variables for 1996, 1998, and 1999, using simple calculations of total, Medicare, prospective payment system, graduate medical education (GME), and bad debt margins, as well as the proportion with negative total operating margins. RESULTS: Nearly 35% of teaching hospitals had negative operating margins in 1999. Teaching hospital total margins fell by nearly 50% between 1996 and 1999, while Medicare margins remained relatively stable. GME margins have fallen by nearly 24%, however, even as reported education costs have risen by nearly 12%. Medicare + Choice GME payments were less than 10% of those projected. CONCLUSIONS: Teaching hospitals realized deep cuts in profitability between 1996 and 1999; however, these cuts were not entirely attributable to the Balanced Budget Act of 1997. Medicare payments remain an important financial cushion for teaching hospitals, more than one third of which operated in the red. The role of Medicare in supporting GME has been substantially reduced and needs special attention in the overall debate. Medicare + Choice support of the medical education enterprise is 90% less than baseline projections and should be thoroughly investigated. The Medicare Payment Advisory Commission, which has a critical role in evaluating the effects of Medicare policy changes, should be more transparent in its methods.

Budgets↗

Health care prices, the federal budget, and economic growth.

Rising health care spending, led by rising prices, has had an enormous impact on the economy, especially on the federal budget. Our work shows that if rapid growth in health care prices continues, under current institutional arrangements, real economic growth and employment will be lower during the next two decades than if health price inflation were somehow reduced. How big the losses are and which sectors bear the brunt of the costs vary depending on how society chooses to fund the federal budget deficit that stems from the rising cost of federal health care programs.

Budgets↗

The bursting state fiscal bubble and state Medicaid budgets.

States make policy choices about Medicaid eligibility, benefits, and reimbursement rates in the context of the larger state fiscal environment. This paper reviews the factors that made this environment so favorable in the 1990s and examines the state budget outlook. State tax revenue is likely to grow more slowly in this decade than in the last, states will face continued substantial pressures to finance K-12 and higher education, and Medicaid spending has accelerated. States will have to curtail the growth of Medicaid, raise revenue, or constrain growth in education spending to maintain balanced budgets.

Budgets↗

Did a rising tide lift all boats? The NIH budget and pediatric research portfolio.

This paper examines National Institutes of Health (NIH) pediatric research spending in absolute terms and relative to the doubling of the NIH overall budget between fiscal years 1998 and 2003. Pediatric spending increased by an average annual rate of 12.8 percent during the doubling period (almost on par with the NIH average annual growth rate of 14.7 percent). However, the proportion of the total NIH budget devoted to the pediatric portfolio declined from 12.3 to 11.3 percent. We offer recommendations for implementing existing commitments to strengthen the pediatric research portfolio and to protect the gains of the doubling period.

Budgets↗