Search PubMed⌕ Search

SEARCH · Search PubMed

Results for “Financial Management”

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 793 records · Page 44Linked to original sources
PubMed1990

Rural hospitals under PPS: a five-year study.

This research examines the impact of prospective payment (PPS) on the financial performance of Kansas hospitals, which are predominantly rural. Financial ratios are presented and regressed on bed size and year. The data suggest that bed size has the strongest effect on financial viability. There are indications of a delayed effect of PPS on the rural, smallest hospitals (fewer than 25 beds), suggesting that non-operating sources of revenue (local property tax mill levies) are being used to subsidize them in the short term. Small hospitals appear to be delaying all capital and long-term costs to survive. The research suggests that the effect of PPS may be long term.

Data Collection↗
PubMedDate not supplied

DRGs and specialized nutrition support. Prospective payment and nutritional support: the need for reform.

The Medicare Prospective Payment System does not recognize the use of parenteral and enteral nutrition services as an explicit factor to be used in determination of DRG payment rates. When the DRGs were originally created, the use of parenteral and enteral nutrition services (PENS) was not coded in discharge data sets. As a result, it was impossible to determine whether patients who received PENS were more expensive to treat. Data we have collected indicate that patients who receive PENS tend to have high hospital costs--costs that often exceed the DRG payments established by the Health Care Financing Administration (HCFA). The potential for a hospital to incur a financial loss as a result of treating patients who require PENS could make such patients less attractive to hospitals and thus could adversely affect patients requiring these services. In order to minimize this possibility, we suggest several alternative modifications to the DRG payment system. The modifications would provide higher payments for patients who require PENS, thereby reducing the possibility of discrimination against these patients. By readjusting the DRG prices for patients who do not require PENS, the entire payment modification can be made budget-neutral.

Costs and Cost Analysis↗
PubMed1988

The profits of not-for-profit hospitals.

This paper explores the profits of not-for-profit (NFP) hospitals and identifies the factors that determine whether such profits are adequate. A model which relates hospital charges to surpluses is used to derive NFP surplus from gross patient charges and operating costs. This is done to identify the items contributing to surpluses and to explore the dispersion of NFP surpluses. We first discuss why the literature is relatively silent on NFP profitability. We then present the model and use Tennessee hospital data to identify how its components vary by hospital type and through time. The dispersion of surpluses among NFPs is then examined. We next propose three rate of return measures of profitability and use these to relate NFP profits to select characteristics of hospitals and their environments. Several alternative profit levels of NFP are discussed, and the factors that are relevant to the issue of determining the adequate level of profit are identified. The paper ends with a plea for better data on NFP profits.

Costs and Cost Analysis↗
PubMed1983

Hospital capital formation in the 1980s: is there a crisis?

Access to capital will be a serious problem for a subset of our nation's hospitals in the 1980s. Without adequate capital to modernize or maintain life-safety codes, certain facilities may have no other choice than to close their doors. The consequences of closure are far-reaching and long-lasting. The hospitals that exit from the market may be forced out as a result of their location or payor mix, and not as a consequence of their inefficiency. Allowing capital formation in the hospital industry to be determined by the market criteria of bottom-line performance may lead to a serious contraction of the field, to increased financial hardships for the hospitals that remain, to reduced service provision, and to plant deterioration.

Capital Expenditures↗
PubMed1985

Power and cost containment in a Danish public hospital.

The assumption that hospital decision-making is hierarchical in character underpins the policy formulation process in public as well as pluralist national health care systems. This article's analysis of decision-making in a Danish public hospital reinforces the contrary assertion: that effective authority in acute-care hospitals rests in an amorphous power relationship among the hospital's several occupational groups, in which physicians clearly have the upper hand. After a brief introduction to this Danish hospital, the article develops a detailed portrait of its informal power structure and of the different occupational groups' permanent power-maximizing strategies. Subsequently, the article assesses the impact of these strategies upon two recent efforts to contain the hospital's costs: a decision to close an expensive specialty clinic, and an attempt to shrink the hospital's size by transferring less sick elderly patients to a newly created rehabilitation facility. The study's findings suggest that efforts to impose hospital cost containment by exclusively political means are unlikely to succeed.

Cost Control↗
PubMed1988

A new "P" for hospital marketing?

The rather abrupt introduction of payors to hospitals and vice versa that started a few years ago has now settled down into a learning situation. To be price competitive in the health insurance marketplace, the payor must obtain full contractual performance in price, administrative and utilization review areas. Hospitals need the patients that payors can refer, but there is only a minimal understanding of how the health insurance industry operates both internally and in the marketplace. By selecting payors and soliciting those selected, hospitals have an excellent chance to accomplish their patient and revenue goals while payors have the opportunity to determine the effectiveness of their various programs to help meet their goals. By making a little effort, hospitals can accomplish a lot by adding this new "P" to their marketing mix.

Cost Allocation↗