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At least 307 records · Page 17Linked to original sources
PubMed1984

Implementing an automated financial management system for medical practices.

The increase in availability, affordability, and sophistication of computer technology over the past few years has prompted the development of numerous high-quality software packages for management of medical practice. Although the prices of computer hardware and software continue to decrease, the purchase of an automated system remains a major investment. To ensure a successful purchase and implementation of a system, physicians and office managers must first become knowledgeable about computers and their applicability to medical practice and then devise a strategy for the purchase of a system.

Computers↗
PubMed2002

Financial management of a hospice program.

Agencies interested in starting hospice programs or maximizing the benefits of existing programs need to implement and maintain accurate and effective internal cost accounting systems. Once established, a cost accounting system provides the administrators of the hospice program with information to prepare budget projections, perform break-even analysis, and develop other reports to assist in making sound business decisions to ensure success.

Aged↗
PubMed1997

Prospering under PPS. A guide for financial managers.

The survivors of PPS will be those organizations that gain knowledge and control of their true costs, learning how to manage them within the constraints imposed by the new payment system. It is difficult to predict the exact details of PPS legislation; however, several principles of PPS appear to be emerging that will probably be a part of the finished legislative product. Together they provide a framework sufficient to begin the process of analyzing how to prepare for PPS.

Cost Control↗
PubMed1992

HFMA healthcare reform framework. Healthcare Financial Management Association.

This spring, an HFMA Chairman's Task Force on Healthcare Reform identified nine elements that ideally would be included in any healthcare reform plan that ultimately becomes law. The purpose of the panel was not to add yet another proposal to the many in existence, but rather to provide policymakers and members with a structure for analysis of reform proposals being introduced. The Association's Board of Directors adopted the nine elements which together comprise a healthcare reform framework. The following task force report provides additional explanation of the framework's elements.

Financial Management, Hospital↗
PubMed1999

Financial management for entrepreneurs.

Thousands of nurses are leaving corporate life and the bedside for the world of entrepreneurship. It is a healthy sign for the profession. Being in business is one of the best ways to learn about ultimate risk-taking, an experience woefully lacking in the world of hospital- or corporate-based nursing. There seems to be no way to soften the ultimate risk of embarking on a business, although each person can certainly learn what worked for others and what to avoid. In this article, I outline some of the key things that worked and did not work for me during my 20-year stint as a nurse entrepreneur.

Entrepreneurship↗
PubMed2005

Financial management using a computerized system for evaluating health care invoices.

The Medical Corps of the Israel Defense Forces (IDF) provides health care services for hundreds of thousands of soldiers in IDF clinics and by purchasing services from civilian institutes. Monthly invoices from civilian institutes are so numerous that most are paid with insufficient scrutiny and valuable information regarding soldiers' health care is lost. Our objective was to develop a computerized system for reviewing invoices and gathering data. Based on Oracle software (Oracle, Redwood Shores, California), the system stores the terms of agreements with medical institutes, enters billing data, calculates invoice totals, manages information, and generates reports. It automatically checks for duplicate invoices and confirms payment. The system allows users to view data for decision-making, creates insurance claim files, identifies incorrect charges, assists in quality assurance, and maintains personal patient records. With the system in operation since 2001, savings significantly increased, to approximately 5% of the IDF health care budget. On the basis of information gathered by the system, changes in medical procedures were implemented that are expected to generate even greater savings.

Accounts Payable and Receivable↗
PubMed1992

Statement No. 13: Timing differences pertaining to third-party payments. Healthcare Financial Management Association, Principles and Practices Board.

As this statement describes, institutional healthcare providers have recorded timing differences and continue to be confronted with circumstances warranting their recording. Medicare arrangements for paying for capital related cost are the most frequent basis of recording or changing previously recorded timing differences but other bases for recording or changing previously recorded timing differences are described in this statement. As this statement was being prepared for publication, another significant change in Medicare arrangements for paying for capital-related cost was under consideration. This statement is intended to describe the issue of timing differences generally and not to focus only on changes called for by a single legislative or regulatory action. Furthermore, the disposition of the currently proposed change is uncertain. Accordingly, the examples included in the appendices of this statement are the same as were included in the exposure draft of this statement released in 1990. HFMA has indicated its intent to prepare examples of the recording of changes in timing differences called for by legislation or regulations when the terms are sufficiently certain to warrant action. Those examples will be based on the conclusions included in this statement.

Accounting↗
PubMed1992

[Financial management of clinical cardiovascular research in France from 1985 to 1990].

From 1985 to 1990, 31.5 MF were distributed for clinical cardiovascular research in France by: the Institut national de la santé et de la recherche médicale (INSERM): 7.7 MF (25%); the Société Française de cardiologie (SFC): 4.6 MF (15%) comprising 3.4 MF from its own resources (74%) and 1.2 MF from the pharmaceutical industry (26%); the Fédération Française de cardiologie (FFC): 9.4 MF (30%) comprising 6.4 MF (68%) from its own resources and 3 MF from the pharmaceutical industry (32%); the pharmaceutical industry directly: the Searle Foundation; 4.8 MF (15%); and the Bank Crédit Lyonnais: 5 MF (15%). The pharmaceutical industry therefore donated directly or indirectly via the SFC or the FFC, 9 MF or one third of the total sum attributed for cardiovascular research. Globally, over the period 1985-1990, the sums invested in cardiovascular research have doubled. The largest increase was related to the efforts of cardiologists themselves and their professional institutes: the SFC (by a factor of 3.7) and the FFC (by a factor of 2.5). On the other hand, independent donations and grants received from the pharmaceutical industry, the bank and Inserm have remained at the same level.

Cardiology↗
PubMed1979

ZBB--a new skill for the financial manager.

Zero-based budgeting (ZBB) is a management decision-making tool currently gaining wide acceptance. ZBB is a budgeting approach which is useful for planning, controlling and coordinating financial and human resources. It involves the re-evaluation of all budgeted activities in terms of priorities established by the management. The traditional process of incremental budgeting differs from ZBB in that only the planned changes are evaluated in the former. In incremental budgeting, the base budget is considered authorized and required little attention. The ZBB process focuses on the whol budget. This is accomplished by: (1) identifying decision units; (2) evaluating each decision unit in terms of performance, costs, benefits, and alternate means of accomplishiing the objectives; (3) ranking the decision packages; and (4) preparing a budget for the highest priority decision packages. The effect of the ZBB approach is that new high priority programs may be funded by eliminating or reducing existing lower-priority programs. ZBB is viewed as a logical process which can combine many of the elements of good management.

Budgets↗
PubMed2005

Managing financial conflicts of interest in research.

Evidence points to commercial sponsorship and personal financial gains for researchers leading to reporting more favorable results, tainting the climate of academic integrity, and negative public perceptions. Research institutions attempt to protect their own reputations and those of their faculty through establishing thresholds for reporting financial involvement and through committee review that may suggest that the sponsoring organization impose management practices designed to reduce conflicts or declining the funding. In one prominent university research system, a quarter of research projects reviewed required management because of conflicts of interest, the most common of these stemming from high "consulting fees" paid to researchers. The degree of understanding of policies regarding conflicts among researchers is uneven, and some regard these as private matters. Differences of opinion exist in the research community over whether disclosure of financial interests, although necessary, is sufficient to ensure a reasonable level of freedom from bias and to maintain public trust.

Conflict of Interest↗
PubMed2003

The financial management of catastrophic flood risks in emerging-economy countries.

This article examines the potential of pre- and post-disaster instruments for funding disaster response and recovery and for creating incentives for flood loss mitigation in countries with emerging or transition economies. As a concrete case, we discuss the disaster recovery arrangements following the 1997 flood disaster in Poland. We examine the advantages and limitations of hedging instruments, which are instruments for transferring the risk to investors either through insurance or capital market-based securities. We compare these mechanisms with financing instruments whereby the government sets aside funds prior to a disaster or taps its own funding sources after the event occurs. We show how hedging instruments can be designed to create incentives for the mitigation of damage to public infrastructure using the flood proofing of a water-treatment plant on the hypothetical Topping River as an illustrative example. We conclude that hedging instruments can be an attractive alternative to financing instruments that have been traditionally used in the poorer, emerging-economy countries to fund disaster recovery. Since very poor countries are likely to have difficulty paying the price of protection prior to a disaster, we suggest that international lending institutions consider innovations for subsidizing these payments.

Journal Article↗