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The primary item of significance gleaned from Needleman’s “Assessing the Financial Health of Hospitals” is the value of revenues and expenses associated with medical care facilities. Balancing these two financial concepts (and their tangible realities in a hospital) is one the main reasons such institutions are able to remain operating. When one considers medical facilities, one immediately thinks about equipment, personnel, and attempting to achieve patient objectives. However, there is a very pragmatic reality associated with maintaining the operations of such facilities. Perhaps the most demonstrable way to measure that reality is by subtracting expenses from revenues to preserve a positive balance so the facility in question can continue to serve its constituents.
In the context of this reality, it was elucidating to learn about the various ways medical clinics have to earn revenues. Again, most people simply consider various facets of billing, insurance companies, and co-payments forms of revenue within this vertical industry. Nonetheless, there are also other viable options outside of simply providing variations of these type of healthcare services. The clinic’s ecosystem is readily supported by a number of other amenities which readily supply revenue streams. Perhaps the best example of this is cafes and restaurants...
Patrons not only include those attempting to procure healthcare services from the clinic in question, but also those who work there and who need to eat. Essentially, basic human necessities which occur at a clinic provide sources of revenues. Needleman referred to this concept as providing “services to those who using the hospital (parking, cafeteria and so on)” (Needleman, 2013).
Read “Assessing the Financial Health of Hospitals”.
Still another way in which medical facilities can generate the revenues required to sustain operations is by catering to other businesses. The business to business paradigm which occurs outside of the medical field also applies to those involved in this vertical as well. For instance, there are those who specialize in producing and selling medical equipment to clinics. Similarly, clinics can provide a variety of services to others within this industry. The patients seen in such settings make a valuable source of data for research for which some parties are willing to pay. Alternatively, there are more basic ways to generate revenues by concentrating on selling to other businesses to produce revenues. These include “selling laboratory services, laundry, or catering services, for example, to other hospitals or healthcare providers” (Needleman,…
References
Needleman, J. (2003). Assessing the financial health of hospitals. https://archive.ahrq.gov/ Retrieved from https://archive.ahrq.gov/data/safetynet/needleman2.htm#references
Transparency empowers consumers to become better shoppers. Economists assert that transparency stimulates productivity, for example, in exchange for money, one individual obtaining fair value. In every aspect, except healthcare, Davis points out, transparency, is supported. The contemporary dearth of transparency in healthcare has led to many Americans not being able to effectively shop for the best quality of service at acute care hospitals. Davis argues that transparency permits consumers,
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Access and Availability The biggest problem in terms of access to healthcare is in rural areas. Our investigation found that there are very few if any rural clinics or healthcare facilities. Access to healthcare is also limited to those that can afford insurance or qualify for Medicare or Medicaid. The unemployed and the poor are at a major disadvantage when it comes to gaining access to healthcare. The location of healthcare facilities
Healthcare Finance In order to be successful in the present complex and frequently unfavorable business settings, a healthcare organization's strategic direction should be estimated, focused, and financially sustainable. Strategic business planning is an indispensable instrument to aid organizations focus strategic choices within the financial actualities of their environment. An efficient strategic business planning cycle includes making an evaluation, identification of business objectives, making strategies, performing an impact analysis and developing an
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