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The Balanced Budget Act of 1997 and U.S. hospital operations.

The Balanced Budget Act (BBA) of 1997 initiated several changes to Medicare payment policy in an effort to slow the growth of hospital Medicare payments and ensure the future of the Medicare Hospital Insurance Trust Fund. Although subsequent federal legislation relaxed some original proposals, restored funds were limited and directed to specific types of hospitals. In addition, these Medicare policy changes came at a time when hospitals faced private sector payment constraints. This paper assesses the short-term effects of the BBA on operations of nonprofit hospitals in the United States and compares these effects to those observed in the early 1980s during implementation of the Medicare prospective payment system (PPS). We found that some operational changes instituted by hospitals facing financial pressures from the BBA were similar to those observed for hospitals that faced pressure from Medicare PPS, including efforts to contain Medicare cost growth, to expand outpatient service provision, and to contain hospital staffing. However, during PPS implementation hospitals experienced declining inpatient use and growing profit margins, whereas post-BBA hospitals experienced growing inpatient use and declining margins.

Budgets↗

DONs face budget dilemmas.

The annual nursing department budgeting process, which is one of the director of nurses' greatest challenges, has just gotten tougher. DONS will be forced to calculate the additional costs of meeting new federal mandates.

Administrative Personnel↗

Implementation of clinical budgeting in a public teaching hospital--first steps.

An action research project commenced the process of introducing a clinical budgeting system into the clinical areas in a large public teaching hospital. Focused interviews were used as the initial activity aimed at involving Heads in using the system. The process underlined a number of issues which need to be managed in this type of process and pointed to a number of factors which should be present to assist its introduction.

Budgets↗

Budget deficits threaten to shut out Medicaid benefits.

Revenue shortfalls are prompting state officials to seek creative ways to keep their Medicaid programs afloat. Some tactics include voluntary provider contributions and provider taxes to increase federal matching funds and paring back on the number and kind of benefits that states offer. Hospital groups, meanwhile, are starting their own grass-roots campaigns to shield Medicaid from crippling budget cuts.

Budgets↗

Integrating capital budgeting techniques.

A.J. Hogan, in "Capital Expenditure Planning: The Value of Information to Hospitals," published in 1987 in Hospital and Health Services Administration, illustrated the value of information to the expenditure process. He noted that knowing what your competitors are up to, as well as where your facility stands in the market, can enable all concerned to make better judgments. One of the likely outcomes of good judgments is the efficient use of all resources. Unfortunately, Hogan's model draws on a non-existent computerized regional planning agency with the authority to approve or deny proposals. Integrated strategic financial planning also illustrates the value of information. In this case, information is readily available. The sources are the administrators: finance, accounting, marketing, and planning experts, doctors, nurses, statisticians, and epidemiologists. Each can make a unique contribution to the process, and together they can effectively guide the organization's capital budgeting programs. We have illustrated that there does exist a planning model that can work with the plurality of viewpoints in today's hospitals to produce the "most informed" decisions with known sensitivity to the decision criteria used.

Budgets↗

The importance of budgeting with nontraditional staffing patterns.

Are nontraditional staffing patterns cost effective? The advantages qualitatively seem to outweigh the disadvantages, but the numbers, when examined quickly, present an opposing view. Each institution is individual and thus the hospital administrators must assess the real reasons for their staffing and budgetary problems. Nontraditional staffing patterns have been shown to decrease the use and cost of agency personnel; therefore, the schedules are cost effective if a hospital frequently utilizes these services. A blanket statement cannot be made for all institutions. Another fact attributed to these innovative staffing patterns, the decrease in the turnover rate, needs to be further assessed. For although hospital employees in general considered inflexible scheduling a common reason for dissatisfaction, each institution must examine itself before changing schedules. For some hospitals, turnover can be decreased by using other benefits. An example taken from a New York City hospital that had a moderately high turnover rate found turnover rate due to inaccessibility to public transportation. A change with the scheduling would not have greatly decreased the turnover rate, but a shuttle service from the major subway and bus stations did. Thus the point is that nontraditional staffing patterns may not appear cost effective upon first looking at the numbers, but after an individual assessment of each institution the real need for change in scheduling patterns can be determined. Also benefit percentages and use of overtime must be calculated carefully. Last, with the present and projected hospital personnel shortages, cost effectiveness may sometimes be overlooked in order to meet staffing requirements. This fact exemplifies the need for hospital administrators to acquire budgeting knowledge in order to assess cost effectiveness and prevent hospital losses.

Academic Medical Centers↗

Integrating technology assessment into the capital budgeting process.

Technology assessment can help hospitals rank the importance of capital requests by providing crucial information both about existing equipment and about new equipment that has been requested. Integrating technology assessment into the capital budgeting process is the best way for hospitals to determine what equipment should be purchased each year.

Budgets↗

Setting limits through global budgeting: hospital cost containment in Rhode Island.

In 1974, hospitals in Rhode Island have participated in annual negotiations with state officials and representatives from Blue Cross to determine the allowed increase in statewide hospital costs (the "Maxicap") for the next fiscal year, based on projected increases in hospitals' revenues, changes in patient volume and operating expenses. Individual hospital budgets may be above or below the Maxicap as long as the total increase in hospital costs for all hospitals in the state does not exceed the negotiated amount. At a time when regulatory solutions are increasingly under fire, continued support for Rhode Island's approach to hospital cost containment from third party payers, providers and public officials stands in stark contrast to other states where rate setting was either dismantled or discredited as a cost control strategy. A negotiated global cap on hospital expenditures offers an alternative to formula-based state rate-setting methodologies which could be incorporated as part of an all-payer reimbursement methodology or as an incremental step towards more comprehensive reform.

Blue Cross Blue Shield Insurance Plans↗

Market changes create need for practice budgets.

The increasing prevalence of managed care, capitation, and physician practice acquisition is forcing physician practices to operate in a more businesslike way. As a first step toward more businesslike operations, practices of all sizes should prepare formal annual budgets to help predict and manage revenue and expenses.

Budgets↗

Error budgets for quality management--practical tools for planning and assuring the analytical quality of laboratory testing processes.

Analytical quality is often assumed, rather than being assured or guaranteed. Given that it is still essential that laboratories produce reliable test results, managers must continue to improve their skills in analytical quality management. This paper shows managers how to use error budgets and charts of operating specifications (¿OPSpecs¿ charts) to select appropriate control rules and numbers of control measurements, taking into account the analytical or clinical quality required for a test and the imprecision and inaccuracy observed for a method. With currently available tools and a little practice, quality control (QC) procedures can be selected quickly and easily, in just 1 minute or less. Future technology is expected to automate the QC selection process and provide dynamic quality control.

Budgets↗

The Balanced Budget Act of 1997: Medicare implications.

Early last month, President Clinton signed into law the historic balanced Budget Act of 1997. The Act contains many sweeping changes, including provisions that authorize provider-sponsored organizations to contract directly with the Medicare program on a risk basis.

Budgets↗

Budget battle looms. Clinton uses fraud fines, user fees to pay for programs.

President Clinton ignited a new money battle for providers last week as he proposed an activist healthcare agenda in his proposal to balance the federal budget in the next fiscal year. In his $1.733 trillion fiscal 1999 spending plan, Clinton proposed that providers and health plans pay $659.2 million in new user fees to fund expanded provider audits, certification surveys and a host of other HCFA activities.

Budgets↗

Chipping away at balanced-budget law.

While no piece of legislation in Washington is every really finished, the lobbying over last year's balanced-budget law is especially fierce. Special-interest groups of every stripe--especially healthcare groups--are working furiously behind the scenes to change what they don't like about the law and keep the parts that benefit their interests.

American Hospital Association↗