For-Profit Versus Not-For-Profit Hospitals and Public Hospitals

2019 ◽  
pp. 129-149
Author(s):  
Michael Chletsos ◽  
Anna Saiti
Keyword(s):  
Public Hospitals ◽  
For Profit ◽  
Not For Profit

The Privatization of Public Hospitals: Its Impact on Financial Performance

2018 ◽  
Vol 77 (3) ◽  
pp. 249-260 ◽  
Author(s):  
Zo Ramamonjiarivelo ◽  
Robert Weech-Maldonado ◽  
Larry Hearld ◽  
Rohit Pradhan ◽  
Ganisher K. Davlyatov
Keyword(s):  
Financial Performance ◽  
Fixed Effects ◽  
Public Hospitals ◽  
For Profit ◽  
Not For Profit ◽  
Panel Regressions ◽  
Public Status ◽  
Operating Margin ◽  
Tm Model ◽  
And Control

This study examined the effects of public hospitals’ privatization on financial performance. We used a sample of nonfederal acute care public hospitals from 1997 to 2013, averaging 434 hospitals per year. Privatization was defined as conversion from public status to either private not-for-profit (NFP) or private for-profit (FP) status. Financial performance was measured by operating margin (OM) and total margin (TM). We used hospital level and year fixed effects linear panel regressions with nonlagged independent and control variables (Model 1), lagged by 1 year (Model 2), and lagged by 2 years (Model 3). Privatization to FP was associated with 17% higher OM (Model 2) and 9% higher OM (Model 3), compared with 3%, 4%, and 6% higher OM for privatization to NFP for all three Models, respectively. Privatization to FP was associated with 7% higher TM (Model 2) and privatization to NFP was associated with 2% higher TM (Model 3).

scholarly journals An Investigation of Healthcare Professionals’ Motivation in Public and Mission Hospitals in Meru County, Kenya

Healthcare ◽  
2020 ◽  
Vol 8 (4) ◽  
pp. 530
Author(s):  
Rose Nabi Deborah Karimi Muthuri ◽  
Flavia Senkubuge ◽  
Charles Hongoro
Keyword(s):  
Healthcare Professionals ◽  
Health Sector ◽  
Cross Sectional Study ◽  
Public Hospitals ◽  
Hospital Ownership ◽  
Cross Sectional ◽  
Public And Private ◽  
Motivation Factors ◽  
For Profit ◽  
Not For Profit

Strengthening health systems in developing countries such as Kenya is required to achieve the third United Nations’ Sustainable Development Goal of health for all, at all ages. However, Kenya is experiencing a “brain drain” and a critical shortage of healthcare professionals. There is a need to identify the factors that motivate healthcare workers to work in the health sector in rural and marginalized areas. This cross-sectional study aims to investigate the factors associated with the level and types of motivation among healthcare professionals in public and mission hospitals in Meru county, Kenya. Data were collected from 24 public and mission hospitals using a self-administered structured questionnaire. A total of 553 healthcare professionals participated in this study; 78.48% from public hospitals and 21.52% from mission hospitals. Hospital ownership was statistically nonsignificant in healthcare professionals’ overall motivation (p > 0.05). The results showed that sociodemographic and work-environment factors explained 29.95% of the variation in overall motivation scores among participants. Findings indicate there are more similarities than disparities among healthcare professionals’ motivation factors, regardless of hospital ownership; therefore, motivation strategies should be developed and applied in both public and private not-for-profit hospitals to ensure an effective healthcare workforce and strengthen healthcare systems in Kenya.

Do Medicare and Medicaid Payer-Mix Change After the Privatization of Public Hospitals?

2019 ◽  
pp. 107755871989449
Author(s):  
Zo Ramamonjiarivelo ◽  
Robert Weech-Maldonado ◽  
Luceta McRoy ◽  
Josué Patien Epané ◽  
Ferhat D. Zengul ◽  
...  
Keyword(s):  
Acute Care ◽  
National Sample ◽  
Public Hospitals ◽  
For Profit ◽  
Not For Profit ◽  
The Impact

This study assessed the impact of public hospitals’ privatization on payer-mix. We used a national sample of nonfederal, acute care, public hospitals in 1997 and followed them through 2013, resulting in a cohort of 492 hospitals (8,335 hospital-year observations). Privatization to for-profit (FP) status was associated with a greater increase in Medicare payer-mix (β = 0.13; p ≤ .001), compared with a smaller increase for privatization to not-for-profit (NFP) status (β = 0.02; p ≤ .05). FP privatization was associated with a greater decrease in Medicaid payer-mix (β = −0.09; p ≤ .001), compared with NFP privatization (nonsignificant). There is a larger change in payer-mix after FP privatization than after NFP privatization.

The Development of Not-For-Profit Hospital Cost Models

1988 ◽  
Vol 6 (1) ◽  
pp. 35-48
Author(s):  
Greg M. Thibadoux ◽  
Nicholas Apostolou ◽  
Ira S. Greenberg
Keyword(s):  
Hospital Cost ◽  
Cost Models ◽  
For Profit ◽  
Not For Profit

10. Designing an online curriculum supporting risk management and patient safety

2007 ◽  
Vol 30 (4) ◽  
pp. 33
Author(s):  
T. Gondocz ◽  
G. Wallace
Keyword(s):  
Risk Management ◽  
Medical Education ◽  
Patient Safety ◽  
Online Learning ◽  
Online Courses ◽  
Learning System ◽  
Online Curriculum ◽  
For Profit ◽  
Not For Profit ◽  
Managing Risk

The Canadian Medical Protective Association (CMPA) is a not for profit mutual defence organization with a mandate to provide medico-legal assistance to physician members and to educate health professionals on managing risk and enhancing patient safety. To expand the outreach to its 72,000 member physicians, the CMPA built an online learning curriculum of risk management and patient safety materials in 2006. These activities are mapped to the real needs of members ensuring the activities are relevant. Eight major categories were developed containing both online courses and articles. Each course and article is mapped to the RCPSC's CanMEDS roles and the CFPC's Four Principles. This poster shares the CMPA’s experience in designing an online patient safety curriculum within the context of medico-legal risk management and provides an inventory of materials linked to the CanMEDS roles. Our formula for creation of an online curriculum included basing the educational content on real needs of member physicians; using case studies to teach concepts; and, monitoring and evaluating process and outcomes. The objectives are to explain the benefits of curricular approach for course planning across the continuum in medical education; outline the utility of the CanMEDS roles in organizing the risk management and patient safety medical education curriculum; describe the progress of CMPA's online learning system; and, outline the potential for moving the curriculum of online learning materials and resources into medical schools.

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