Search PubMed⌕ Search

SEARCH · Search PubMed

Results for “Cost Allocation”

Search indexed PubMed citations on genomics, clinical trials, systematic reviews and public health. Explore titles, authors and supplied subject terms, then open the PubMed record.

Quote a phrase for an exact phrase match. Source license links do not imply unrestricted reuse.

At least 307 records · Page 17Linked to original sources
PubMed1994

Adoption of costing systems by U.S. hospitals.

This article re-examines the use of costing information in hospitals. While previous research reports that hospitals are increasingly adopting costing methodologies, survey results indicate that costing systems and cost methodologies have not been widely implemented. A telephone survey of 94 hospital executives revealed only 26 percent routinely collect procedure-level costs and only 12 percent apply basic costing techniques described in prior health care management literature. It appears that despite cost accounting's benefits, immediate cost-control problems are answered with short-term, focused cost-cutting solutions. While these short-term measures allow hospitals to survive in the current environment, health care reform and other pressures to control revenue growth will make sophisticated cost management a necessity for hospitals in the near future.

Accounting↗
PubMed1995

The need to integrate clinical and financial information.

To succeed under managed care, healthcare organizations must integrate clinical and financial information. This integration can help minimize financial risk by improving the ratio of costs to clinical outcomes. This clinical-financial integration will require healthcare organizations to improve outcomes measurement and cost accounting systems and use tools such as computer-based patient records to identify more clearly the interventions that produce excellent outcomes at minimal cost.

Accounting↗
PubMed1995

A total expense reduction plan.

The article depicts strategies for reducing both salary and nonsalary expenses. The importance of productivity monitoring and flexible staffing are key points. Nonsalary reduction techniques include signature controls, review of existing policies and procedures, and cost awareness education.

Cost Allocation↗
PubMed1990

Medicare GME regulations: a challenge for teaching hospitals.

As a result of new regulations, teaching hospitals face reduced payments from Medicare for graduate medical education costs. In light of the new rules, teaching hospitals must consider reallocation of overhead costs among their existing programs. And many will be forced to reexamine the economics of their education programs and seek out new sources of funds.

Accounting↗
PubMed1991

Factors driving costs must figure into reform.

Employers and employees seeing their health plan premium costs rise faster than physician and hospital costs is one indication that the U.S. healthcare system is in a state of crisis. Examining factors behind providers' and health plans' costs--demographics, increased hospital expenses, insurance overhead, fragmentation among managed care plans, and failure of some cost-containment initiatives--indicates the shape healthcare reform must take if it is to succeed. Reform proposals in the 1990s likely will entail simplification and consolidation, such as providing universal access, consolidating managed care, and establishing a single-payer system.

Canada↗
PubMed1993

Managing the stages of hospital cost accounting.

Since the institution of diagnosis-related group-based reimbursement by the Medicare program and the rise of managed care, hospitals have had to examine the costs incurred by patients and patient groups, analyze the cost behavior of individual departments, and implement strategies to contain costs. Hospitals have been hampered in these efforts by inadequate cost-accounting systems. To meet the challenges of the 1990s, hospitals need to follow a four-stage approach to cost-accounting: Stage 1, improve overall cost-accounting systems; Stage 2, separate variable and fixed costs; Stage 3, identify factors that drive costs, the ways these factors can be controlled, and redefine departments as profit or cost responsibility centers; and Stage 4, reconfigure administrative systems that cut across traditional organizational lines.

Accounting↗
PubMed1994

Hospitals become cost centers in managed care scenario.

In a risk-bearing managed care enterprise, acute-care facilities will change from being profit centers to being cost centers, and this transformation will require a focus on controlling costs rather than increasing admissions. This article details the elements of change that healthcare financial managers should consider, from the increased difficulty of matching revenue to expense, to the expanded role of clinical engineers.

Accounting↗
PubMedDate not supplied

Technology assessment and equipment management: a practical approach to cost reduction.

The Medical University of South Carolina (Charleston, SC) responded to the necessity of reducing costs in a competitive marketplace by developing a program called Technology Assessment and Equipment Management. The program uses a process that systematically evaluates clinical equipment acquisitions and provides over sight on equipment management within the 587-bed tertiary care center. This article reviews how equipment is evaluated and purchased emphasizing cost control.

Academic Medical Centers↗
PubMed1997

What is the cost of controlling quality? Activity-based cost accounting offers an answer.

Achieving high-quality outcomes in healthcare organizations requires effective systems of control. Such systems consist of formal and informal transactions between patients, providers, payors, and policymakers, among others (Shortell 1972; Stiles and Mick 1997). One method for evaluating the suitability of control-oriented transactions to tasks is to compare the costs of controlling the quality of the good or service produced to the cost of its material and labor inputs. Activity-based cost (ABC) accounting provides the methodology for explicating the causal relationship between healthcare organizations' control-oriented transactions, the services whose quality they ensure, and the costs of both control activities and services delivered. Understanding these relationships is of vital importance to those charged with evaluating the feasibility of proposed managed care contracts, new product lines, and existing service configurations. In this article, we explain why traditional accounting practices are poorly suited to accomplishing the control function in today's healthcare arena, highlight activity-based costing's potential to redress the shortcomings of conventional practice, and elaborate the strategic importance of adopting the new methodology.

Accounting↗
PubMed1997

Using profiling for cost and quality management in the emergency department.

Overutilization and underutilization of resources are inappropriate and may result in unacceptable quality of care and increased morbidity. Current data are needed to monitor the use of clinical resources and help identify physicians with appropriate cost/quality outcomes and those who may have utilization or quality problems. Profiling is an analytical tool that uses epidemiological method to compare cost, service use, and quality of various physician practice patterns for a large number of patient encounters. To develop a profiling program, standards of care must be established and information systems must be instituted to measure resource utilization and care efficiency. Such a program can be especially valuable in the emergency department of hospitals, where wide variation in practice patterns may occur because of the episodic nature of patient encounters. A reduction in practice variations saves time and increase patient throughput in many cases.

Ancillary Services, Hospital↗
PubMed1997

Risk management.

Explore the source record for details and available documents.

Cost Allocation↗