IRS investigates financial dealings of not-for-profits.
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The authors empirically explored the relationship between positioning strategies and financial performance in dental practices. They analyzed data collected from a random sample mail survey of Oregon dentists in conjunction with data obtained in a content analysis of yellow pages advertising. The authors' analysis of usable responses from 264 general dentists in private practice reveals that they use a variety of positioning strategies and that the selection of a positioning strategy correlates significantly with financial performance.
Health care executive compensation has come under recent scrutiny, partly because of efforts to contain health care costs in general and partly because of negative press given to executive compensation in the corporate world. This article extends beyond speculating what the basis of health care executive compensation should be and beyond presenting comparative compensation data often used to support compensation levels. It presents a sound economic framework on which executive compensation may be determined and evaluated--a framework to be used to supplement traditional bases of executive compensation in voluntary and investor-owned hospitals. The economic value added (EVA) framework is built on the premise that levels of health care executive compensation should at least in part be based on the economic value that the executives themselves create for the organization. EVA is both a measure of value and measure of performance and offers a base for annual executive incentive compensation in addition to those traditionally used by hospital boards.
Accounts receivable analysis is comprised of many factors which can often appear conflicting and confusing. S. Thomas Dunlap has developed a system that allows an administrator to get straightforward answers to this analysis problem which he describes in his article.
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By permitting depreciation of patient lists, the judges gave both buyers and sellers of medical practices a chance to make a better--but not great--deal.
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Most first-wave trusts produced annual reports to be proud of. But, as Ron Hodges discovered, the few which failed to meet the mark provide an object lesson in how not to do it.
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In today's competitive environment, home care agencies need sound financial management not only to compete but to survive. Using the Medicare Home Health Agency Cost Report as a tool, any home care agency can assess its relative strengths and weaknesses quickly and consistently.
Diversified agencies may provide a broad range of services, such as private-duty nursing, hospice, and infusion therapy. How can such an agency make sure amidst complicated operations that it is operating at peak efficiency?
The author discusses the importance of a fraud prevention program and why a team approach--auditor plus security loss prevention manager--works in the healthcare industry.