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PubMedDate not supplied

Reconstitution of the not-for-profit hospital: new ethics, new equity.

In meeting the challenge of economic competition, the not-for-profit hospital has made two significant responses: corporate reorganization and formation of multihospital systems. However, an additional response is needed to improve access to equity capital. This can be achieved by separating the hospital into a not-for-profit entity that contains nursing care, administration, and support services and a series of economic partnerships with members of its medical staff and other investors for provision of ancillary diagnostic and treatment services. Additionally, it is proposed that the parent holding company add an insurance arm, form a primary care network, and vertically integrate all modalities of care.

Ambulatory Care↗
PubMed1985

Positioning academic medical centers and teaching hospitals to thrive in the next decade.

Market share for academic medical centers and teaching hospitals will decline over the next five years necessitating new strategies to ensure growth and profitability. These types of institutions are, however, in a strong position to compete and gain market share locally by building a defensible competitive advantage. This article offers three avenues for increasing market share: networking, brand name product differentiation, and business diversification.

Academic Medical Centers↗
PubMedDate not supplied

The not-for-profit dilemma: business approach or bankruptcy?

Not-for-profit hospitals are facing a lack of access to capital, management skills for a competitive marketplace, and boards that find it difficult to wear business hats in their decision-making processes. They must act now. If not-for-profits do not overcome their one-room school house syndrome of local control, give up autonomy to form national networks, and create new ways to generate capital, they will lose quality of care, and for-profits or government will assume healthcare leadership in our country. The following article addresses this dilemma.

Commerce↗
PubMed1985

Tax-exempt hospitals and joint ventures: does one jeopardize the other?

As the healthcare environment changes, ways of "doing business" change as well. Tax-exempt hospitals must find alternative methods to raise capital, obtain management expertise, and establish good relations with their medical staffs. By entering into joint ventures, hospitals are attempting to meet these new demands. However, as they do so, hospitals must be aware of the risks involved including possible loss of tax-exempt status or the requirement to pay unrelated business income tax.

Charities↗
PubMed1985

Nonprofit multihospital systems.

Low cost health care, available to all, is a fundamental goal of our system; a goal which is reflected in our government's programs. We have been successful in providing high quality care to all--so successful that many non-medical social problems are now characterized as medical problems. However, as society's already high expectations of the medical field increase--so do the costs--dramatically. The solution to high costs especially for nonprofit hospitals may lie in the multi-hospital system movement, a management design which concentrates on saving money by uniting hospitals on various levels. This efficient management style may be an alternative to government provided health care.

Hospital Restructuring↗
PubMed1986

Organizational downsizing: streamlining the healthcare organization.

Organizational downsizing is a proven technique for restructuring a hospital's organization in response to a severe decline in occupancy. This process involves the traditional microanalysis of staffing used in productivity studies, with a macroanalysis of the hospital's organization and operation. Organizational downsizing is designed to assist hospitals to identify and achieve substantial reductions in staffing. Therefore, it is most appropriate for hospitals that have experienced such severe occupancy declines that traditional productivity methods are not sufficient for achieving necessary staffing reductions.

Bed Occupancy↗