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Biomedical subjects

S Pelfrey

Publications and source records attributed to S Pelfrey.

15 recordsLinked to original sources
PubMed1997

Managing financial data.

This article outlines the financial skills that nurses must cultivate to be successful managers. It describes the basic tenets of accrual accounting, provides an overview of the financial reports that nurse managers receive regularly, and discusses the content of such reports and how to use the information provided. Also discussed are the need for budgets, the types of budgets nurse managers may be required to generate, and suggested areas where nurses can act as agents of change within their institutions.

Accounting↗
PubMed1996

How nurses can make informatics work for them.

Nursing is one of the oldest clinical professions; however, it is not enough for today's nurses to be skilled in caring for the sick. They must also become efficient managers of their institution's resources. Emerging and ever-changing computer technology offers many tools that can help nurse managers plan, control, and evaluate the areas they control. This article discusses some the tools that nurses can use to make their jobs both easier and more effective.

Decision Support Techniques↗
PubMed1995

Applying just-in-time philosophy to healthcare.

Nurse executives need to review what is working in other industries to see if similar techniques and philosophies can help the healthcare industry. The authors review the manufacturing philosophy supporting the just-in-time method and apply some of its principles to healthcare to improve operations and operating margins.

Efficiency, Organizational↗
PubMed1995

Decision support systems. Using computers to help manage.

Nurse executives often are encouraged to work smarter, not harder. Decision support systems offer methods for refining the decision-making process. The authors review the types of decisions that managers make and the ways that decision support systems can help nurse executives work smarter.

Computer Systems↗
PubMed1993

The advantages and risks of being a tax-exempt, nonprofit organization.

Most nonprofit hospitals enjoy exemptions from income, property, sales, and other taxes. The advantages of the tax exemption generally outweigh any disadvantages. Recent legislative and judicial challenges, however, have reduced the tax benefits of nonprofit hospitals. The authors review tax exemptions as they relate to hospitals, identify the primary advantages and risks, and highlight areas where nurse executives can further the exempt purpose of their institutions.

Financial Management, Hospital↗
PubMed1993

Valuing the community benefits provided by nonprofit hospitals.

Nurse executives need to be aware of the changing legislative climate in which nonprofit hospitals operate. Adopting an aggressive stance to protect an institution's tax-exempt status has become increasingly important. One way to provide protection from governmental challenges is to demonstrate the extent of charitable benefits provided by the hospital. The authors identify areas that hospital personnel should analyze to determine the nature and value of these benefits. Nurse executives are a valuable resource for identifying and communicating this information. They can also exert influence on their respective administrations to reassert the charitable nature of their mission.

Charities↗
PubMed1992

Changes in accounting for contributions.

A proposed accounting change in the timing of income recognition for restricted contributions and pledges can greatly impact a hospital's excess of revenue over expenses (net income). The author addresses steps that administrators can take to lessen its impact. With this knowledge, nurse administrators and other hospital executives can plan alternatives to reduce the income recognition and prepare themselves to answer questions posed by patients and members of the community regarding increased hospital profits.

Accounting↗
PubMed1991

Financial techniques for evaluating equipment acquisitions.

The author explains various financial techniques that can be used to evaluate equipment acquisitions. She also introduces the concept of the time value of money and explains how incorporating this concept into the analysis can provide nurse executives with a better perspective of the factors involved in committing organizational funds to long-term capital purchases.

Budgets↗
PubMed1990

Understanding the tools for managing cash.

An institution's survival in the 1990s depends on its ability to generate enough cash to meet its needs. The author discusses two accounting tools, the cash budget and the statement of cash flows, that help monitor and control cash flows. By understanding the nature and impact of each report, nurse administrators can help safeguard one of their institution's scarcest resources: cash.

Accounts Payable and Receivable↗
PubMed1990

Cost categories, behavior patterns, and break-even analysis.

Nurse executives budget and control costs, use those budgets and other management tools to control departmental costs, identify existing programs to drop or change, target new programs and services, and determine fees for nursing services. Knowledge of costs and their behavior patterns assist nurse executives in all of these activities. The author identifies the two cost categories (direct and indirect), explains the basic cost behavior patterns (fixed and variable), and helps nurse executives identify these cost categories and behavior patterns in their own departments.

Budgets↗
PubMed1990

Using employee benefit plans to fight the nursing shortage.

Employee benefit plans can be a viable tool for recruiting and retaining nurses. By understanding the needs of their staff and the alternatives available, nurse administrators can help their institutions select the benefits that will be most beneficial to their staff. Certain employee benefit plans increase employee after-tax income at little cost to the hospital. The authors discuss these nontaxable and tax-deferred benefits as well as the advantages and disadvantages associated with each.

Employee Incentive Plans↗
PubMed1989

Joint ventures in health care.

To remain competitive, many not-for-profit hospitals have turned to joint ventures with for-profit and other not-for-profit entities. The authors examine the organizational structures that are used most often to form joint ventures (contractual agreements, subsidiary corporations, partnerships, and not-for-profit title-holding corporations), as well as the advantages and disadvantages associated with each form. Nurse executives must be aware of the opportunities that joint ventures provide their institutions. These arrangements can help improve and expand services and profitability.

Financial Management↗
PubMedDate not supplied

Independent contractor arrangements and IRS audits.

As government auditors begin their challenges, nurse executives need to review their operations to remove any potential audit risks. Although a common practice for many institutions, the use of independent contractor arrangements may be ruled inappropriate. As a result, many individuals may be reclassified as employees, leading to Internal Revenue Service (IRS) assessments of penalties and back payroll taxes. It always is prudent to anticipate IRS actions and shore up any areas that may lead to tax assessments before they are imposed on the institution.

Contract Services↗
PubMedDate not supplied

Legislation threatens tax exemptions.

The Health Security Act, if passed by Congress, becomes effective January 1, 1995. To maintain their tax-exempt status, hospitals must assess the healthcare needs of their community and create a plan to meet those needs. The authors discuss proactive strategies for addressing this issue.

Community-Institutional Relations↗