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At least 469 records · Page 26Linked to original sources
PubMed1987

Financial analysis in the health administration curriculum: a survey of ACEHSA programs.

Among the continuing curriculum issues in health administration programs is the appropriate amount of financial analysis. This field covers economics and financial management, with both subjects being given importance in the ACEHSA accreditation guidelines. This paper reports on a national survey of health administration programs intending to discover the importance placed on the study of economics and financial management. A second survey gathered information from alumni and preceptors of a specific ACEHSA program (the University of Massachusetts at Amherst) on their perception of the appropriate curriculum content for financial analysis. The most important conclusion of this study is the discovery that the long-accepted schism between school of public health and school of management programs does not exist. There are far more similarities than differences, at least in terms of financial management and economics. Financial analysis is a broad area and at present a great amount of diversity among programs is acceptable. The accreditation process may require narrower standards for this important content area.

Curriculum↗
PubMed1993

Improving the claims process with EDI.

Electronic data interchange (EDI) is redefining the healthcare claims process. The traditional managerial approach to claims processing emphasizes information flow within the patient accounting department and between patient accounting and other departments. EDI enlarges the scope of the claims process to include information exchange between providers and payers. Using EDI to improve both external and internal information exchange makes the claims process more efficient and less expensive. This article is excerpted from "The Healthcare Financial Manager's Guide to Healthcare EDI," by James J. Moynihan, published by the Healthcare Financial Management Association.

Computer Communication Networks↗
PubMed1987

Corporate cash management in health care: can we do better?

Most healthcare financial managers are becoming increasingly aware of the importance of adequate cash flow over profit. Therefore, building and monitoring a corporate or centralized cash management system to improve cash flow could prove to be the crucial element in an institution's financial success or failure.

Centralized Hospital Services↗
PubMed2006

Asset-building, financial self-management service model: piecing together consumer financial independence.

This program represents an innovative approach to traditional money-management services. This asset-building, financial self-management service model has the potential to positively affect recovery, self-sufficiency, and community integration for people with mental illnesses. It is hoped this program will be replicated by other providers in a way that may effect systems change.

Attitude to Health↗
PubMed1996

Determining the size of a total purchasing site to manage the financial risks of rare costly referrals: computer simulation model.

OBJECTIVE: To estimate the financial risks of 15 categories of rare costly referrals for total purchasing sites of different population sizes. DESIGN: Computer simulation of 100 fund years assuming Poisson distribution of referrals. SETTING: British general practices that have opted to become total purchasing sites. Referral rates and price estimates were supplied by South and West Devon Health Commission. MAIN OUTCOME MEASURES: Variation in referral costs to purchasers in relation to size of risk pool (person years at risk). RESULTS: Random variation in referral costs increased as the size of the risk pool decreased. Variation increased greatly below 30,000 person years. The mean simulated cost of the referral categories considered was 2.8% of total NHS hospital and community service costs, and the maximum simulated cost for 7000 person years was 6.8%. Simulated variation was robust to assumption about prices and referral rates for specific types of referral. CONCLUSION: Rare costly referrals seem unlikely to bankrupt total purchasing sites. The management of risk is not in itself justification for total purchasing to be based in several general practices in order to generate large populations. There are other ways of managing risk. Sites can easily explore options by simulations using local referral rates and prices.

Computer Simulation↗
PubMed2002

False Claims Act may reach managed care organizations.

The Federal False Claims Act (FCA) applies to managed care organizations and their networks, despite the fact that managed care organizations do not submit traditional fee-for-service claims to the Federal government and the providers in their networks do not engage in direct dealings with the government. The FCA can be adapted to apply to many types of arrangements, even those in which the participants do not intend to defraud the government, with consequent implications for managed care administrators and financial managers. The combination of growing publicity regarding the use of the FCA in managed care settings and the government's large awards for whistle-blowers makes it likely that the FCA increasingly will be invoked to combat fraud in managed care organizations that contract with Federal healthcare programs.

Disclosure↗
PubMed1993

Interest rate swaps: financial tool of the '90s.

The implementation of prospective payment for capital costs makes it more necessary than ever for healthcare financial managers to be able to creatively balance capital costs with risk. A new financial management tool--the interest rate swap (a contractual agreement in which one party with a fixed interest rate payment liability and another party with a variable interest payment liability agree to trade those obligations)--is proving to be a solution for a growing number of hospital managers. This article describes the uses of interest rate swaps and discusses the variables to be considered when evaluating whether the benefits of an interest rate swap offset the additional risk.

Capital Expenditures↗
PubMed1985

Cut income taxes with reorganization planning.

It is necessary to plan when reorganizing a corporate structure, to minimize taxes at the tax-exempt parent organization level and avoid unexpected tax consequences at year-end. With an awareness of the income tax rules, proper debt structuring during the reorganization phase is possible and should enable the financial manager to minimize total income tax.

Financial Management↗
PubMed1997

High-quality nutritional interventions reduce costs.

Numerous clinical studies have documented improved clinical outcomes and cost savings when patients at risk for malnutrition receive high-quality nutritional care. A survey of 19 hospitals found that patients who received high-quality nutritional care averaged 12.2 days in the hospital. Patients who received medium nutritional care averaged 14.0 days in the hospital. Patients who received low-quality nutritional care were hospitalized an average of 14.4 days. The survey further revealed that only 7.5 percent of patients at risk for malnutrition actually received the type of nutritional care that was associated with the shortest average length of stay. If all patients in the at-risk population had received high-quality nutritional care, the estimated net savings potential would have been $1,064 per patient. Financial managers can determine the financial consequences of clinical nutritional policies and practices from information and analytical tools that are readily available.

Financial Management, Hospital↗
PubMed1996

Using derivatives to hedge against the unexpected.

Derivatives--financial instruments with a rate of return derived from an underlying asset--have been used as investment instruments for decades. Many derivative products originally were created explicitly for the purpose of reducing financial risks and have become more widely used and more complex in recent years. Healthcare financial managers should have a basic understanding of derivatives as well as the ability to apply general guidelines for their appropriate use in healthcare financial management.

Financial Management, Hospital↗
PubMed2004

Are your outlier charges likely to raise CMS scrutiny?

Federal regulators believe certain hospital charging practices are causing some hospitals to disproportionately benefit from use of cost outliers. Healthcare financial managers should determine if their hospital meets CMS criteria proposed for use in auditing outlier charges. Financial managers at hospitals that meet these criteria should assess their charge levels to ensure that they are consistent with market, ensure all documentation relating to increases is retained, and consult with an attorney about performing a shadow audit of outlier documentation.

Aged↗
PubMed1985

Pricing objectives in nonprofit hospitals.

This article reports on a survey of 60 financial managers of nonprofit hospitals in the eastern United States relating to the importance of a number of factors which influence their pricing decisions and the pricing objectives which they pursue. Among the results uncovered by the responses: that trustees are the single most important body in the price-setting process (doctors play a relatively unimportant role); that hospital pricing goals are more related to target net revenue than profit maximizing; and that regional factors seem to play an important role in management differences.

Economics, Hospital↗
PubMedDate not supplied

Managing the financial challenges of public-private collaboration.

With the growing emphasis on Medicaid managed care waivers as a method for states to constrain healthcare cost overruns (see also State Policy Review on page 63), new and creative pricing techniques for carve-out and carve-in programs will be a key to their success. The author builds on his experience in developing a Medicaid behavioral healthcare carve-out in Massachusetts to illustrate some basic principles in the pricing and management of such public-private collaborations. These collaborative systems should be based on specific actuarial models, plans for enhanced access to services and the need to change incrementally in the context of the political process.

Massachusetts↗
PubMed1986

Managers and physicians come head to head over cost control.

Although physician services account for approximately 22 percent of personal healthcare expenditures, 70 to 80 percent of all healthcare resources are allocated according to physician decisions. Therefore, physician motives and behavior must be understood by the financial manager. Profit, duty, and self-defense all interact to influence how the physician will respond to a particular situation. Financial managers should play an active role in helping physicians concentrate on the duty to serve the patient's best interests through judicious resource use.

Cost Control↗
PubMed1994

Strategic considerations for capital formation and development.

It is the role of healthcare financial managers to maximize their organizations' return on equity, not only for the short term, but also with an eye to the future. This article explores the financial and managerial factors financial managers should consider when planning the strategic sources of capital funds and asset acquisitions for an organization, then examines the factors comprising return on equity-margin, leverage, and turnover-in light of current and projected industry trends.

Capital Financing↗
PubMed1985

Unionization in the hospital industry: how are wages affected?

With the enactment of the 1974 amendments to the National Labor Relations Act, employees in not-for-profit hospitals have more freedom to organize, form unions, and bargain collectively. As a result, union activity in the hospital field has greatly increased in the last 10 years. How does unionization affect hospital wages and ultimately healthcare costs? Studies indicate an approximately 8.8 percent wage increase in hospital occupations as a whole, resulting from collective bargaining in hospitals. If unionization can affect hospital wages to this extent, financial managers must be aware of the possible implications for their organizations.

Collective Bargaining↗