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Biomedical subjects

T R Prince

Publications and source records attributed to T R Prince.

12 recordsLinked to original sources
PubMed2000

Information technology and medical group management.

Information technology permits revised patient management activities for high-quality, cost-effective care in ambulatory clinics. The electronic medical record is financially feasible for very small physician groups. Disease management for chronic and terminal care patients represents an expanding area of service in medical group management. The Internet provides access to health care information that has empowered patients and their families to approach patient-physician office visits from a new relationship. Data provided by this information technology permit benchmarking of activities by ambulatory care service, treatment modalities, specialty group, and physician.

Ambulatory Care Information Systems↗
PubMed2000

Financial viability, medical technology, and hospital closures.

Informed investments in medical technology and information systems are associated with the financial viability of community hospitals. Financially distressed facilities are 3 to 4 years behind proactive hospitals in supporting high-speed data, voice, and image transmissions to physicians in various locations. Impact of the Balanced Budget Act of 1997, fraud and abuse activities, Y2K issues, and lack of information systems support for physicians will result in 800 hospital closures and mergers of distressed hospitals over the next 60 months. These findings are based on the application of an eight-step framework for classifying information systems in health care entities. This framework is validated by survey instruments, site visits, interviews with senior management in 44 health care entities containing 576 hospitals, and judgments on the financial status of the health care entities.

Computer Systems↗
PubMed1998

A medical technology index for community hospitals.

This article creates a medical technology index to serve as a benchmark in strategic assessment of community hospitals. An expert panel assigned weights to the six components in the index. Empirical validation is achieved by regressing bond ratings on the index and using the index with eight other factors in explaining net incomes of community hospitals.

Benchmarking↗
PubMed1994

Assessing Catholic community hospitals versus nonprofit community hospitals, 1989-1992.

Catholic community hospitals are becoming more like nongovernment, not-for-profit community hospitals of a similar bed size located in the same states. After controlling for state, urban-versus-rural location, and bed-size range, a matched set of 303 Catholic community hospitals are compared with nongovernment, not-for-profit community hospitals. This empirical study documents that the average 1992 Catholic hospital is less profitable, with older equipment, and treats more Medicare patients than the average matched community hospital.

Catholicism↗
PubMed1994

Operating performance and financial constraints of Catholic community hospitals, 1986-1989.

This study documents many factors associated with differential operating performance of a sample of 235 Catholic community hospitals in the time period of 1986-89. A comparison of these hospitals indicates that a panel of 78 facilities with relatively high returns on net patient revenue made significantly higher proportional investments in medical technology, equipment, and facilities compared to a panel of 78 low return hospitals, and were larger in size measured in many different ways.

Blue Cross Blue Shield Insurance Plans↗
PubMed1994

Bond ratings, debt insurance, and hospital operating performance.

In this study, the operating performances of not-for-profit community hospitals are compared among groups partitioned by bond ratings, level of debt insurance coverage, and number of bond rating services. The analysis indicates that the performances of hospitals with full debt insurance coverage resulting in AAA ratings are significantly lower than those of hospitals with partial debt insurance and with AA ratings or better. Indeed, the hospitals with full debt insurance resemble those with partial insurance that are rated BBB to A. These findings have implications for managerial action choices. Hospitals seeking external funding to improve their operating performance may consider the costs and benefits of full insurance coverage.

Analysis of Variance↗
PubMed1992

Collection performance: an empirical analysis of not-for-profit community hospitals.

Many not-for-profit community hospitals had major shifts in their annual collection performance between 1986 and 1988. The collection performance is measured by excess collection time; this is computed as the difference between the actual average collection time for a hospital and the median for one of the six panels to which the hospital is assigned based on ownership, control code, and financial reporting practices. The sample for this study has 1,246 not-for-profit hospitals comprising over 50 percent of total revenue and expenses of all community hospitals (about 5,500). More than 16 percent of these hospitals had annual changes of ten-plus days in each of the years. Excess collection time within the six panels was examined by state, payer mix (Medicare, Medicaid, and Blue Cross), membership in the Council of Teaching Hospitals, medical school affiliation, case-mix index for Medicare, contractual allowance rate, debt-service coverage, return on assets, new investments, age of property, and urban location. Major findings were that collection patterns are different among some states. The proportions of Medicare, Medicaid, and Blue Cross are negatively associated with excess collection time in three of the panels. Contractual allowance is positively related, and return on assets is negatively associated with excess collection time in two of the panels. The other factors had virtually no effect on the collection performance.

Accounts Payable and Receivable↗
PubMed1991

Assessing financial outcomes of not-for-profit community hospitals.

Health care executives and health professionals often compare financial outcomes among not-for-profit community hospitals, such as operating margins and excess of revenue over expenses. Some performance measures used in these comparisons tend to be uniform yardsticks across community hospitals; other measures may vary significantly by legal, organizational, and reporting-practice differences among hospitals. A unique database of certified financial statements now permits an examination of these reporting-practice differences in the context of a three-year study of financial outcomes for 1,297 hospitals. Six panels are used in the study for partitioning hospitals in response to differences in reporting practices. Revenue over expenses expressed to net patient revenue and to total unrestricted assets are partially explained by 15 factors. The relative outcomes for these measures within a panel are combined with two common yardsticks of financial condition so the 1,297 hospitals can be classified into five status categories: (1) 121 hospitals in a crisis status, (2) 203 hospitals in a warning status, (3) 511 hospitals with average results, (4) 312 hospitals with excellent performance, and (5) 150 hospitals with outstanding performance.

Abstracting and Indexing↗
PubMed1978

Selecting a CPA firm.

Careful selection of a public accounting firm involves the hospital's administrators in a sensitive process. Attention to identifying prospective firms, applying selection criteria, requesting proposals, and preparing for the firms' presentations enables the administration to choose wisely.

Accounting↗
PubMedDate not supplied

The 6 percent solution.

Explore the source record for details and available documents.

Accounts Payable and Receivable↗