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At least 91 records · Page 5Linked to original sources
PubMed2006

Financial management of Kashima Rinkai Specified Sewage Works.

The Kashima Rinkai Specified Sewage Works (KRSSW) is located at the northern side of the Kashima Coastal Industrial Zone, facing the Sea of Kashimanada (Pacific Ocean). It straddles one city and two townships: the city of Kashima, which boasts Kashima Port, a transportation center that was constructed on Kashimanada Beach by digging into the virgin sands, and the towns of Kamisu and Hasaki. The industries located there include steel, petrochemicals, chemicals, foodstuffs, livestock feeds, electric power and machinery metals. Industrial wastewaters with public sewage, except steel industry, are treated by the Fukashiba Treatment Plant which is managed by the Ibaraki Prefectural Government. The financial management of KRSSW is analysed to show its stand-alone condition.

Cities↗
PubMed2006

Managing resources in a better way: a new financial management approach for the University of Michigan Medical School.

Responding to changing trends in how the University of Michigan Medical School (UMMS) has been traditionally financed and anticipating that these trends will continue, in 2002 the executive leadership at the UMMS embarked upon a course designed to change not only the school's financial structure but its management culture as well. Changing traditional ways of thinking about budgets and developing a set of key performance indicators that demonstrate how certain activities shape the use of resources has brought greater understanding of how to optimize those resources to the greatest extent. Through internally developed Web-based software applications called M-STAT, M-DASH and M-ALERT (which are strategic reporting tools that the author describes), the UMMS now can manage resources in a completely different way. These tools are used to spot general financial trends or examine a more specific financial element (such as trends in grant funding or clinical activity), track the utilization of research space, calculate the break-even cost of research space, and most important, model various "what-if" scenarios to help plan effectively for the future needs of the UMMS. The strategic reporting system is still being integrated throughout the UMMS, so there has not yet been time to measure the system's efficacy or its shortcomings. Nevertheless, important lessons have already been learned, which the author presents.

Costs and Cost Analysis↗
PubMed1998

Principles and practices board. Issue Analysis 98-1. Compliance with laws and regulations for healthcare organizations. Healthcare Financial Management Association.

This is the third Issue Analysis of HFMA's Principles and Practices (P&P) Board. The P&P Board writes an Issue Analysis in response to the need for practical information on emerging issues in healthcare financial management. An Issue Analysis is factual but not authoritative. It is not sent out for public comment and provides the healthcare industry short-term assistance on emerging issues. The purpose of P&P Board Issue Analysis 98-1, Compliance with Laws and Regulations for Healthcare Organizations, is to help healthcare financial managers understand their responsibility to implement and maintain an effective internal control system to ensure compliance with laws and regulations.

Centers for Medicare and Medicaid Services, U.S.↗
PubMed2003

Evidence-based financial management.

Like the practice of evidence-based medicine, evidence-based financial management can be used by providers to improve results. The concept provides a framework that managers and researchers can use to help direct efforts in gathering and using evidence to support management decisions in health care.

Accounting↗
PubMedDate not supplied

What accounting leaves out of hospital financial management.

As PPS and other fixed-price initiatives replace cost-based reimbursement in the hospital industry, the burden of assuming the risk for business success or failure shifts from the payor to the hospital. As a consequence, theories of risk to the business firm which have found application in other industries now deserve attention by hospital management. Incorporating such risk concepts into hospital strategies and actions requires a view of financial management that goes beyond the generally accepted accounting principles of managing and assigning costs for maximum revenue and profitability. This article examines the financial theory of risk in business firms, illustrates the various components of risk as they apply to a hospital business, and discusses how the hospital management strategies of cost-reduction, marketing, diversification, and multiorganizational affiliation can alter the risk characteristics of a hospital business.

Accounting↗
PubMed2004

Financial management and dental school strength, Part I: Strategy.

The ultimate goal of financial management in a dental school is to accumulate assets that are available for strategic growth, which is a parallel objective to the profit motive in business. Budget development is often grounded in an income statement framework where the goal is to match revenues and expenses. Only when a balance sheet perspective (assets = liabilities + equity) is adopted can strategic growth be fully addressed. Four views of budgeting are presented in this article: 1) covering expenses, 2) shopping, 3) strategic support, and 4) budgeting as strategy. These perceptions of the budgeting process form a continuum, moving from a weak strategic position (covering expenses) to a strong one (budgeting as strategy) that encourages the accumulation of assets that build equity in the organization.

American Dental Association↗
PubMedDate not supplied

Computerization of a nursing financial management system using continuous quality improvement as a framework.

The Nursing Financial Management System, developed by the Department of Nursing Administrative Services (DNAS), depended on a manual data-retrieval and report process to integrate patient acuity, nursing resource, and hospital financial data. Manual processes proved to be extremely labor-intensive and cost inefficient. Approximately 52% of DNAS resources, totaling $45,542 annually, were dedicated to data re-entry functions and report generation. Additionally, time required to produce manual reports created a service gap in that delays caused inefficient management of nursing resources at the unit level. The DNAS used a continuous quality improvement framework to improve data management by automating data retrieval and report generation. Computerization increased department staff productivity with subsequent labor cost savings/avoidance. After computerization, the report process consumed 6% of department labor resources compared with 52% using the manual process. Redistribution of DNAS resources prevented hiring additional staff to manage expanding workload. Finally, timely reporting to unit management resulted in significant reduction in hospital costs, because nursing resource use was matched with patient care demands.

Computer Communication Networks↗