Suchergebnisse

Intro -- Brief Contents -- Detailed Contents -- Preface -- Part I The Healthcare Enviroment -- Chapter 1 Healthcare Finance Basis -- Chapter 1 Supplement- Health Services Settings -- Chapter 2 Healthcare Insurance and Reimbursement Methodologies -- Chapter 2 Supplement- Additional Medicare Payment Methods -- Part II Financial Accounting -- Chapter 3 The Income Statement and Statement of Changes in Equity -- Chapter 4 The Balance Sheet of Statement of Cash Flows -- Part III Managerial Accounting -- Chapter 5 Organizational Costing and Profit Analysis -- Chapter Supplement 5 Semi-Fixed Costs and Operating Leverage -- Chapter 6 Departmental Costing and Cost Allocation -- Chapter Supplement 6 Step-Down Method Illustration -- Chapter 7 Service Line Costing and Pricing -- Chapter Supplement 7 Making Service Decisions -- Chapter 8 Financial Planning and Budgeting -- Part IV Basic Financial Management Concepts -- Chapter 9 Time Value Analysis -- Chapter Supplement 9 Interest Rate and Time Calculations and Amortization -- Chapter 10 Financial Risk and Required Return -- Part V Long-Term Financing -- Chapter 11 Long-Term Debt Financing -- Chapter Supplement 11- Credit Enhancement, Term Structure of Interest Rates, and Economic Factors That Influence Interest Rate Levels -- Chapter 12 Equity Financing and Securities Markets -- Chapter Supplement 12 The Market for Common Stock, Securities Markets Regulation, And The Investment Banking Process -- Chapter 13 Capital Structure and the Cost of Capital -- Part VI Capital Investment Decisions -- Chapter 14 The Basics of Capital Budgeting -- Chapter 15 Project Risk Analysis -- Part VII Other Topics -- Chapter 16 Revenue Cycle And Current Accounts Management -- Chapter 17 Financial Conditions Analysis.

Intro -- Copyright page -- Dedication -- Brief Contents -- Detailed Contents -- Preface -- Acknowledgments -- Part I: The Healthcare Environment -- Chapter 1: Healthcare Finance Basics -- Chapter 2: Healthcare Insurance and Reimbursement Methodologies -- Part II: Financial Accounting -- Chapter 3: Financial Accounting Basics, the Income Statement, and the Statement of Changes in Equity -- Chapter 4: The Balance Sheet and Statement of Cash Flows -- Chapter 4 Supplement: Recording and Compiling Financial Accounting Data -- Part III: Managerial Accounting -- Chapter 5: Cost Behavior, Organizational Costing, and Profit Analysis -- Chapter 5 Supplement: Semi-Fixed Costs and Operating Leverage -- Chapter 6: Departmental Costing and Cost Allocation -- Chapter 6 Supplement: Step-Down Method Illustration -- Chapter 7: Service Line Costing and Pricing -- Chapter 7 Supplement: Making Service Decisions -- Chapter 8: Financial Planning and Budgeting -- Part IV: Basic Financial Management Concepts -- Chapter 9: Time Value Analysis -- Chapter 9 Supplement: Interest Rate and Time Calculations and Amortization -- Chapter 10: Financial Risk and Required Return -- Part V: Long-Term Financing -- Chapter 11: Long-Term Debt Financing -- Chapter 11 Supplement: Credit Enhancement, Term Structure of Interest Rates, and Economic Factors that Influence Interest Rate Levels -- Chapter 12: Equity Financing and Securities Markets -- Chapter 12 Supplement: The Market for Common Stock, Securities Markets Regulation, and the Investment Banking Process -- Chapter 13: Capital Structure and the Cost of Capital -- Part VI: Capital Investment Decisions -- Chapter 14: The Basics of Capital Budgeting -- Chapter 15: Project Risk Analysis -- Part VII: Other Topics -- Chapter 16: Revenue Cycle and Current Accounts Management -- Chapter 17: Financial Condition Analysis.

Intro -- Cover -- Brief Contents -- Detailed Contents -- Preface -- Purpose of the Book -- Foundation Concepts -- Chapter 1 - Introduction to Healthcare Finance -- Chapter 2 -Healthcare Business Basics -- Chapter 3 - Paying for Health Services -- Part II - Planning, Managing, and Control -- Chapter 4 - Estimating Costs -- Chapter 5 - Pricing Decisions and Profit Analysis -- Chapter 6 -Planning and Budgeting -- Chapter 7 - Managing Financial Operations -- Part III - Financing and Capital Investment Decisions -- Chapter 8 - Business Financing and the Cost of Capital -- Chapter 9 - Capital Investment Decision Basics -- Chapter 10 - Project Cash Flow Estimation and Risk Analysis -- Part IV - Reporting Results -- Chapter 11 - Reporting Profits -- Chapter 12 - Reporting Assets, Financing, and Cash Flows -- Glossary -- Untitled

The delivery of health care is a capital-intensive industry, and thus, hospital investment strategy continues to be an important area of interest for both health policy and research. Much attention has been given to hospitals' capital investment policies with relatively little attention to investments in financial assets, which serve an important role in not-for-profit (NFP) hospitals. This study describes and analyzes trends in aggregate asset structure between NFP and investor-owned (IO) hospitals during the post-capital-based prospective payment system implementation period, providing the first documentation of long-term trends in hospital investment. The authors find hospitals' aggregate asset structure differs significantly based on ownership, size, and profitability. For both NFP and IO hospitals, financial securities have remained consistent over time, while fixed asset representation has declined in IO hospitals.

Critical Access Hospitals (CAHs) receive cost-based reimbursement from Medicare for inpatient care, including post–acute skilled care provided in swing beds (skilled swing days). Because the reimbursement formula treats swing bed and acute days equally, there is concern that CAH skilled swing days are "overreimbursed" as compared with skilled days provided in other settings. The reimbursement formula is complex; thus, empirical estimates are needed to identify the marginal cost per day to the hospital and the implied Medicare expenditure per day, accounting for fixed cost transfers between services. Using Medicare cost report data, we find that Medicare paid, on average, $581 for the routine portion of a CAH skilled swing day in 2009—more than the estimated marginal cost of $262, but less than the 2009 average per diem of $1,302. Estimates varied widely across the 1,300 CAHs; therefore, payment policy changes would likely have a broad range of effects.

Growing interest in pay-for-performance and the level of chief executive officers' (CEOs') pay raises questions about the link between performance and compensation in the health sector. This study compares the compensation of nonprofit hospital CEOs in Ontario, Canada to the three longest reported and most used measures of hospital financial performance. Our sample consisted of 132 CEOs from 92 hospitals between 1999 and 2006. Unbalanced panel data were analyzed using fixed effects regression. Results suggest that CEO compensation was largely unrelated to hospital financial performance. Inflation-adjusted salaries appeared to increase over time independent of hospital performance, and hospital size was positively correlated with CEO compensation. The apparent upward trend in salary despite some declines in financial performance challenges the fundamental assumption underlying this article, that is, financial performance is likely linked to CEO compensation in Ontario. Further research is needed to understand long-term performance related to compensation incentives.

This study assesses whether California's minimum nurse staffing legislation affected the amount of uncompensated care provided by California hospitals. Using data from California's Office of Statewide Health Planning and Development, the American Hospital Association Annual Survey and InterStudy, the authors divide hospitals into quartiles based on preregulation staffing levels. Controlling for other factors, they estimate changes in the growth rate of uncompensated care in the three lowest staffing quartiles relative to the quartile of hospitals with the highest staffing level. The sample includes short-term general hospitals over the period 1999 to 2006. The authors find that growth rates in uncompensated care are lower in the first three staffing quartiles as compared with the highest quartile; however, results are statistically significant only for county and for-profit hospitals in Quartiles 1 and 3. The authors conclude that minimum nurse staffing ratios may lead some hospitals to limit uncompensated care, likely due to increased financial pressure.

This study assesses whether California's minimum nurse staffing legislation affected the amount of uncompensated care provided by California hospitals. Using data from California's Office of Statewide Health Planning and Development, the American Hospital Association Annual Survey and InterStudy, we divide hospitals into quartiles based on pre-regulation staffing levels. Controlling for other factors, we estimate changes in the growth rate of uncompensated care in the three lowest staffing quartiles relative to the quartile of hospitals with the highest staffing level. Our sample includes short-term general hospitals over the period 1999 to 2006. We find that growth rates in uncompensated care are lower in the first three staffing quartiles as compared to the highest quartile; however, results are statistically significant only for county and for-profit hospitals in quartiles one and three. We conclude that minimum nurse staffing ratios may lead some hospitals to limit uncompensated care, likely due to increased financial pressure.

One increasingly popular mechanism for stimulating quality improvements is pay-for-performance, or incentive, programs. This article examines the cost-effectiveness of a hospital incentive system for heart-related care, using a principal-agent model, where the insurer is the principal and hospitals are the agents. Four-year incentive system costs for the payer were $22,059,383, composed primarily of payments to the participating hospitals, with approximately 5 percent in administrative costs. Effectiveness is measured in stages, beginning with improvements in the processes of heart care. Care process improvements are converted into quality-adjusted life years (QALYs) gained, with reference to literatures on clinical effectiveness and survival. An estimated 24,418 patients received improved care, resulting in a range of QALYs from 733 to 1,701, depending on assumptions about clinical effectiveness. Cost per QALY was found to be between $12,967 and $30,081, a level well under consensus measures of the value of a QALY.