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S Nesbitt

Publications and source records attributed to S Nesbitt.

24 records · Page 2Linked to original sources

The financial condition of New York City voluntary hospitals: the first year of NYPHRM (New York Prospective Hospital Reimbursement Methodology).

HIGHLIGHTS OF THE STUDY. In 1983, for the first time since 1977, the average voluntary hospital in New York City did not incur a deficit. Nevertheless, voluntary hospitals in New York City continued to have a lower return on their assets than voluntary hospitals in the rest of the state, in the Mid-Atlantic region, and in the nation. New York City voluntary hospitals would need 85 percent of their total assets to repay their debt, while the comparison groups would use less than 60 percent. The annual rate of growth in hospital expenses among New York City voluntary hospitals declined from almost 12 percent between 1981 and 1982 to less than 9.5 percent between 1982 and 1983, which also was almost a full percentage point below the national rate of increase. Between 1982 and 1983, the value of uncompensated care provided by New York City voluntary hospitals increased from 3.4 percent to 3.7 percent of total operating expenses. Fourteen of the 49 New York City voluntary hospitals studied were financially stressed in 1983, compared to 18 in 1982. Without the additional revenues received from the NYPHRM pools, 10 more New York City voluntary hospitals would have had bottom-line deficits. More details on the financial condition of New York City voluntary hospitals in 1983, and first year of NYPHRM, follow. Definitions, data sources, and methods are described in an appendix to the report, which also includes a glossary of financial terms.

Costs and Cost Analysis↗

Factors associated with variation in financial condition among voluntary hospitals.

This article uses multiple regression analysis to identify factors which affect variations in the financial condition of voluntary hospitals in New York State. Six separate ratios are used to measure financial condition and 18 independent variables are considered. The factors affecting financial conditions were found to vary among dimensions of financial health, and different causal relationships were evident among hospitals in New York City than among those in the rest of the state.

Economics, Hospital↗

Mirex residues in nontarget organisms after application of 10-5 bait for fire ant control, northeast Florida--1972-74.

The 10-5 bait formulation of mirex insecticide was applied to a 20,000-acre area of northeast Florida. For 24 months after application, samples of a wide variety of fauna were collected and analyzed for mirex content. Insects accumulated mirex to the greatest extent in the first 6 months after application; most residues had decreased greatly by 12 months. Other invertebrates showed low mirex levels during the first 9 months after application and none after 12 months. Fish possessed low levels of insecticides for 9 months; amphibians showed mirex residues for 12 months after application. In general, reptiles had low levels throughout the 24-month period and mammals had higher levels, particularly in fat tissues. Birds consistently had low to moderate mirex levels. After a single application of 10-5 mirex bait, only relatively low levels of insecticide were detected in exposed fauna. After 24-months, mirex was found infrequently and at low levels.

Animals↗

Recruiting and retaining phlebotomists.

The phlebotomy team is receiving greater recognition than ever before for its contribution to the service image of the laboratory. Laboratory managers must recognize that phlebotomists are the laboratory's goodwill ambassadors. Because phlebotomists work on the front line, their technical skills and professional demeanor are prime factors in getting physician referrals and attracting patients to the facility. To recruit and retain a skilled professional phlebotomy team, laboratory managers must assess their operations and determine the skills, personal attributes, and education needed to perform the phlebotomy duties. To keep your best employees, try to continually upgrade your training, continuing education, and career advancement opportunities. To learn what makes a successful phlebotomy team, CLMR surveyed several CLMA members to find out how they are recruiting and developing their phlebotomists. Our special thanks go to all our respondents for sharing their expertise and experiences with us.

Blood Specimen Collection↗