This document contains performance metrics in various categories for a healthcare organization. In quality, scores ranged from excellent to poor with an overall rating of needs improvement. Financially, scores ranged from needs improvement to excellent with an overall rating of needs improvement. Compliance and employee relations scores were generally good.
- The document provides performance metrics for the Argie Bond Quant fund from inception on December 7, 2011 through May 13, 2014. It includes annualized returns, annual returns for 2012-2014, year-to-date and month-to-date returns, as well as risk metrics like annualized volatility, maximum drawdown, and Sharpe ratio. The fund has achieved annualized returns of 1.86% since inception with maximum drawdowns of 27 trading days to the bottom and 14 days to recover.
The document provides performance metrics for an Argie Bond Quant investment strategy from inception on December 7, 2011 through April 11, 2014. Over this period, the strategy achieved an annualized return of 116.87% and had an annualized volatility of 3.64%. On a risk-adjusted basis, the strategy had an annualized alpha of 9.38% and a Sharpe ratio of 0.77 compared to the IAMC Bond Index. The maximum drawdown over any 27 trading day period was -7.37%.
800 Super provides waste management, recycling, cleaning, and horticulture services. It has low barriers to entry but also low supplier and substitution threats. Rivalry is moderate. The company is founder-led with the CEO and chairman owning 5.6% of shares and controlling 66.29% of voting rights. Financially, 800 Super has healthy cash flow, acceptable debt levels, and tremendous revenue and profit growth in recent years. Some metrics like dividend payout ratio are good, while others like P/E ratio indicate healthy investor sentiment.
This document discusses strategies for achieving a return on investment from worksite wellness programs. It outlines that reducing health risks through these programs can lower healthcare costs. It then provides examples of cost savings from several employer worksite wellness programs and discusses factors that influence return on investment. Finally, it emphasizes the importance of high participation in worksite wellness programs to achieve cost savings and provides tips for improving participation rates.
A survey of approximately 100 venture-backed CFOs including information about audit pricing, length, most popular firms, advice and recommendations about improving the process from prominent CFOs.
The document discusses the transition to value-based care models and accountable care organizations (ACOs). It outlines five core competencies needed for early success in an ACO program like the Medicare Shared Savings Program (MSSP): 1) physician-centered governance, 2) collection and reporting of quality metrics, 3) data analysis and spend identification, 4) developing a post-acute quality provider network, and 5) population management strategies. It provides examples from Methodist Health System's experience in an MSSP ACO.
Current job trends in the RN labor market, where the jobs are, and estimates of future demand.
Presenters: Joanne Spetz, Professor at the
Philip R. Lee Institute for Health Policy Studies, University of California, San Francisco;
Teri Hollingsworth, Vice President, Human Resources Services,
Hospital Association of Southern California;
Judee Berg, Executive Director of the California Institute for Nursing & Health Care
Workplace, Work and Well-being: Joining the Dots by Bridget JuniperWorkplace Trends
This document summarizes the results of an employee well-being assessment conducted at a call center company with 600 agents. The assessment measured well-being across 8 domains and found that facilities, physical health, and psychological health were most closely linked to sickness absence. Employees in the lowest quartile for facilities well-being were over twice as likely to take more than 4 days of sickness absence and 11.5 times more likely to leave the company compared to those in the highest quartile. The assessment identifies priorities such as improving canteen provision, parking, rest areas, shift patterns, and manager awareness training to help boost employee well-being.
AMN Healthcare and Cross Country Healthcare were valued using three approaches: discounted cash flow analysis, comparable company analysis, and precedent transaction analysis. Based on the DCF, AMN's implied equity value is $1.6 billion and share price is $32.80. Cross Country's implied equity value is $299 million to $505 million. The comparable company analysis implies a valuation range of $1.6 billion to $2.3 billion for AMN and $262 million to $412 million for Cross Country. Taking an average of the three approaches, AMN's current valuation is estimated to be $1.6 billion to $1.7 billion and Cross Country's is $352 million to $387 million.
The CMS Innovation Center hosted a special webinar featuring Dr. Patrick Conway, CMS Deputy Administrator for Innovation and Quality and CMS Chief Medical Officer, on Monday, November 10, 2014 from 10:30am – 11:30 am ET. Dr. Conway will provided an update about the work of the CMS Innovation Center and the models being tested to improve better care for patients, better health for our communities, and lower costs through improvement for our health care system. Opportunities for questions were provided.
- - -
CMS Innovation Center
http://innovation.cms.gov
We accept comments in the spirit of our comment policy:
http://newmedia.hhs.gov/standards/comment_policy.html
CMS Privacy Policy
http://cms.gov/About-CMS/Agency-Information/Aboutwebsite/Privacy-Policy.html
Onetouch Medical Billing provides revenue cycle management and practice management software solutions. Their solutions include practice management systems, electronic medical records, document management, and revenue cycle management services. They aim to increase revenue and profitability for healthcare practices by professional billing, certified coding, and reducing days in accounts receivable. Case studies show practices working with Onetouch experience increased cash flow, reduced accounts receivable, and improved financial performance.
The document provides an overview of healthcare quality assurance. It defines quality, differentiates between the three aspects of quality, and identifies key dimensions of quality. It discusses that quality planning, measurement, and improvement are important for a quality assurance process. The document outlines various quality assurance concepts like the cost of quality, quality standards, Donabedian's paradigm, and the plan-do-check-act quality improvement cycle. It emphasizes that quality assurance focuses on systems and processes, uses data to analyze service delivery, and encourages a team approach to problem solving.
Here are some best practices and user stories related to HL7 integration, downloads, and front-end processes based on the Trace workshop:
HL7 Integration Best Practices:
- Configure HL7 interface to send registration, admission, discharge, transfer (ADT) data to Trace for automatic patient indexing
- Test HL7 interface regularly to ensure accurate and timely data exchange
- Train staff on searching by demographics and selecting correct patient record from HL7 results
Downloads Tab Best Practices:
- Educate clinical staff on ability to upload files from documents library or desktop applications for PixCert, faxing, notifying, or printing
- Consider customizing downloads tab with shortcuts to common file locations to
Acting as a roadmap through the changes in healthcare and healthcare law that occur almost daily, this presentation uses a case study to illustrate real-world issues and concerns associated with the compensation redesign process, including types of compensation models, service-specific compensation components, legal and contractual issue identification and mitigation, fair market value challenges
Making CJR Work for You: A Roadmap for Successful Implementation of Medicare ...Wellbe
This presentation will describe a structured approach to successfully launching a program for the Comprehensive Care for Joint Replacement (CJR) Model. Based on years of experience with bundled programs, this roadmap provides the basis for developing a targeted plan for your organization as the April 1, 2016 deadline for CJR rapidly approaches.
Key topics to be addressed include:
• Overview of CJR rules and program requirements
• CJR implications for your organization
• Bundle evaluation – financial and clinical issues
• Gainsharing considerations with program collaborators
• Designing an effective post-acute care network
• Using analytics to develop and monitor your program
• Key “must-dos” for an April 1, 2016 launch
Learning Objectives:
1. Describe the rules and requirements of CJR
2. Assess the key success drivers in bundle performance
3. Evaluate where and why organizations fail in bundles
4. Develop strategies and tactics to create a post-acute partnership
5. Illustrate risk stratification factors in bundle design
About the Speaker:
Sheldon Hamburger is an Alternative Payment Model advisor for hospitals and healthcare firms nationally. With a focus on program implementation, he brings extensive knowledge and experience gained from more than 25 years of healthcare financial consulting, technology design and development, and sales & marketing strategy for Fortune 1000 clients. He is a frequently sought-after speaker and writer on regulatory and technology trends affecting hospital operations, provider reimbursement issues, BPCI / CJR, programs and regulations, medical expense strategies and payer-provider dynamics. Residing in Raleigh, he is an active member of HIMSS, HFMA, & ACHE. He earned his B.S.E. in Computer Engineering from the University of Michigan.
This document summarizes research conducted at the Morris Hills Center food service department. Key findings include:
- While the manager believes food quality is good, some customers complained the food was low quality and not tasty. Customer satisfaction with food service was only 73%, lower than the manager's reported 90%.
- Customers reported issues with service quality like lazy and rude staff, while the manager focused on face time with customers. Staff lacked training and customers could not provide feedback.
- Employees did not know the organization's mission statement and felt there were few opportunities for advancement. The threatening management style was ineffective for improving satisfaction.
- Future research could directly compare customer and manager surveys, ask more specific questions, and
- The document provides performance metrics for the Argie Bond Quant fund from inception on December 7, 2011 through May 13, 2014. It includes annualized returns, annual returns for 2012-2014, year-to-date and month-to-date returns, as well as risk metrics like annualized volatility, maximum drawdown, and Sharpe ratio. The fund has achieved annualized returns of 1.86% since inception with maximum drawdowns of 27 trading days to the bottom and 14 days to recover.
The document provides performance metrics for an Argie Bond Quant investment strategy from inception on December 7, 2011 through April 11, 2014. Over this period, the strategy achieved an annualized return of 116.87% and had an annualized volatility of 3.64%. On a risk-adjusted basis, the strategy had an annualized alpha of 9.38% and a Sharpe ratio of 0.77 compared to the IAMC Bond Index. The maximum drawdown over any 27 trading day period was -7.37%.
800 Super provides waste management, recycling, cleaning, and horticulture services. It has low barriers to entry but also low supplier and substitution threats. Rivalry is moderate. The company is founder-led with the CEO and chairman owning 5.6% of shares and controlling 66.29% of voting rights. Financially, 800 Super has healthy cash flow, acceptable debt levels, and tremendous revenue and profit growth in recent years. Some metrics like dividend payout ratio are good, while others like P/E ratio indicate healthy investor sentiment.
This document discusses strategies for achieving a return on investment from worksite wellness programs. It outlines that reducing health risks through these programs can lower healthcare costs. It then provides examples of cost savings from several employer worksite wellness programs and discusses factors that influence return on investment. Finally, it emphasizes the importance of high participation in worksite wellness programs to achieve cost savings and provides tips for improving participation rates.
A survey of approximately 100 venture-backed CFOs including information about audit pricing, length, most popular firms, advice and recommendations about improving the process from prominent CFOs.
The document discusses the transition to value-based care models and accountable care organizations (ACOs). It outlines five core competencies needed for early success in an ACO program like the Medicare Shared Savings Program (MSSP): 1) physician-centered governance, 2) collection and reporting of quality metrics, 3) data analysis and spend identification, 4) developing a post-acute quality provider network, and 5) population management strategies. It provides examples from Methodist Health System's experience in an MSSP ACO.
Current job trends in the RN labor market, where the jobs are, and estimates of future demand.
Presenters: Joanne Spetz, Professor at the
Philip R. Lee Institute for Health Policy Studies, University of California, San Francisco;
Teri Hollingsworth, Vice President, Human Resources Services,
Hospital Association of Southern California;
Judee Berg, Executive Director of the California Institute for Nursing & Health Care
Workplace, Work and Well-being: Joining the Dots by Bridget JuniperWorkplace Trends
This document summarizes the results of an employee well-being assessment conducted at a call center company with 600 agents. The assessment measured well-being across 8 domains and found that facilities, physical health, and psychological health were most closely linked to sickness absence. Employees in the lowest quartile for facilities well-being were over twice as likely to take more than 4 days of sickness absence and 11.5 times more likely to leave the company compared to those in the highest quartile. The assessment identifies priorities such as improving canteen provision, parking, rest areas, shift patterns, and manager awareness training to help boost employee well-being.
AMN Healthcare and Cross Country Healthcare were valued using three approaches: discounted cash flow analysis, comparable company analysis, and precedent transaction analysis. Based on the DCF, AMN's implied equity value is $1.6 billion and share price is $32.80. Cross Country's implied equity value is $299 million to $505 million. The comparable company analysis implies a valuation range of $1.6 billion to $2.3 billion for AMN and $262 million to $412 million for Cross Country. Taking an average of the three approaches, AMN's current valuation is estimated to be $1.6 billion to $1.7 billion and Cross Country's is $352 million to $387 million.
The CMS Innovation Center hosted a special webinar featuring Dr. Patrick Conway, CMS Deputy Administrator for Innovation and Quality and CMS Chief Medical Officer, on Monday, November 10, 2014 from 10:30am – 11:30 am ET. Dr. Conway will provided an update about the work of the CMS Innovation Center and the models being tested to improve better care for patients, better health for our communities, and lower costs through improvement for our health care system. Opportunities for questions were provided.
- - -
CMS Innovation Center
http://innovation.cms.gov
We accept comments in the spirit of our comment policy:
http://newmedia.hhs.gov/standards/comment_policy.html
CMS Privacy Policy
http://cms.gov/About-CMS/Agency-Information/Aboutwebsite/Privacy-Policy.html
Onetouch Medical Billing provides revenue cycle management and practice management software solutions. Their solutions include practice management systems, electronic medical records, document management, and revenue cycle management services. They aim to increase revenue and profitability for healthcare practices by professional billing, certified coding, and reducing days in accounts receivable. Case studies show practices working with Onetouch experience increased cash flow, reduced accounts receivable, and improved financial performance.
The document provides an overview of healthcare quality assurance. It defines quality, differentiates between the three aspects of quality, and identifies key dimensions of quality. It discusses that quality planning, measurement, and improvement are important for a quality assurance process. The document outlines various quality assurance concepts like the cost of quality, quality standards, Donabedian's paradigm, and the plan-do-check-act quality improvement cycle. It emphasizes that quality assurance focuses on systems and processes, uses data to analyze service delivery, and encourages a team approach to problem solving.
Here are some best practices and user stories related to HL7 integration, downloads, and front-end processes based on the Trace workshop:
HL7 Integration Best Practices:
- Configure HL7 interface to send registration, admission, discharge, transfer (ADT) data to Trace for automatic patient indexing
- Test HL7 interface regularly to ensure accurate and timely data exchange
- Train staff on searching by demographics and selecting correct patient record from HL7 results
Downloads Tab Best Practices:
- Educate clinical staff on ability to upload files from documents library or desktop applications for PixCert, faxing, notifying, or printing
- Consider customizing downloads tab with shortcuts to common file locations to
Acting as a roadmap through the changes in healthcare and healthcare law that occur almost daily, this presentation uses a case study to illustrate real-world issues and concerns associated with the compensation redesign process, including types of compensation models, service-specific compensation components, legal and contractual issue identification and mitigation, fair market value challenges
Making CJR Work for You: A Roadmap for Successful Implementation of Medicare ...Wellbe
This presentation will describe a structured approach to successfully launching a program for the Comprehensive Care for Joint Replacement (CJR) Model. Based on years of experience with bundled programs, this roadmap provides the basis for developing a targeted plan for your organization as the April 1, 2016 deadline for CJR rapidly approaches.
Key topics to be addressed include:
• Overview of CJR rules and program requirements
• CJR implications for your organization
• Bundle evaluation – financial and clinical issues
• Gainsharing considerations with program collaborators
• Designing an effective post-acute care network
• Using analytics to develop and monitor your program
• Key “must-dos” for an April 1, 2016 launch
Learning Objectives:
1. Describe the rules and requirements of CJR
2. Assess the key success drivers in bundle performance
3. Evaluate where and why organizations fail in bundles
4. Develop strategies and tactics to create a post-acute partnership
5. Illustrate risk stratification factors in bundle design
About the Speaker:
Sheldon Hamburger is an Alternative Payment Model advisor for hospitals and healthcare firms nationally. With a focus on program implementation, he brings extensive knowledge and experience gained from more than 25 years of healthcare financial consulting, technology design and development, and sales & marketing strategy for Fortune 1000 clients. He is a frequently sought-after speaker and writer on regulatory and technology trends affecting hospital operations, provider reimbursement issues, BPCI / CJR, programs and regulations, medical expense strategies and payer-provider dynamics. Residing in Raleigh, he is an active member of HIMSS, HFMA, & ACHE. He earned his B.S.E. in Computer Engineering from the University of Michigan.
This document summarizes research conducted at the Morris Hills Center food service department. Key findings include:
- While the manager believes food quality is good, some customers complained the food was low quality and not tasty. Customer satisfaction with food service was only 73%, lower than the manager's reported 90%.
- Customers reported issues with service quality like lazy and rude staff, while the manager focused on face time with customers. Staff lacked training and customers could not provide feedback.
- Employees did not know the organization's mission statement and felt there were few opportunities for advancement. The threatening management style was ineffective for improving satisfaction.
- Future research could directly compare customer and manager surveys, ask more specific questions, and
University of Toledo Medical Center Patient Experience Improvement Strategic ...Ioan Duca
The document outlines UTMC's plan to improve service excellence from 2011-2012. It discusses analyzing performance data, aligning leadership to address issues, selecting engaged employees, and developing a patient-centered culture. The goals are to narrow gaps in outcomes vs experience, engage physicians and staff, and prepare for pay-for-performance programs emphasizing quality and satisfaction.
Management and organization case study (1)Halil Yıldırım
St. Mary's Hospital is facing a $3.8 million deficit and considering employee layoffs of up to 10% to cut costs. The CEO recommended layoffs as a short-term plan to save $3 million over the next year. There are concerns about the impact of layoffs on efficiency, potential lawsuits and staff morale. The hospital also has an inadequate performance appraisal system for determining which employees should be laid off. The document discusses the hospital's departments and expenditures, and examines its appraisal ratings and employee turnover rates to identify alternatives to layoffs.
Jamalpu rquality eye_care_ in lions eye hospitalslionsleaders
1) Many Lions hospitals do not have regular eye clinics or select many surgery patients from their clinics. They depend on funding from the NPCB program.
2) Hospitals could only afford staff salaries and maintenance with this funding and did not follow proper sterilization processes or quality standards.
3) Improving quality is essential to be eligible for programs like Ayushman Bharat and to attract more paying patients to become financially sustainable. Maintaining quality requires training staff, following standards, and getting accreditation.
The document discusses total quality management (TQM) in the hotel and restaurant industry. It describes TQM as aiming to constantly satisfy customers and provide training. The basic elements of TQM include continuous improvement, delegation of responsibilities, measurement, and emphasis on procedures. TQM is necessary for hotels and restaurants to focus on quality over price and develop strong customer and supplier relationships through continuous improvement. However, the findings of the study showed that many hotel managers lack knowledge of TQM and quality certification systems and do not implement them due to lack of training.
University of Utah Health Exceptional Value Annual Report 2016University of Utah
Every year the Exceptional Value Annual Report documents the performance of University of Utah Health on all 45 of the key initiatives identified in the organization's Operational Plan. Focused on value-driven outcomes (quality, service and cost), our successes are celebrated and failures are reviewed for learning opportunities.
This slideshow is about P4P model in health care and how it can transform the health care sector. It also talks about what is P4P it origin, budgeting methods, and how can it transform health care
This document summarizes the 2016 financial results call of Diversified Restaurant Holdings (DRH) that took place on March 10, 2017. It discusses DRH's completion of the Bagger Dave's spinoff in Q4 2016, making DRH a pure-play Buffalo Wild Wings franchisee. It highlights key 2016 financial metrics such as same store sales growth of -5.7%, revenue of $166.5 million, and adjusted EBITDA of $23.3 million. The document also provides DRH's financial guidance for 2017, estimating revenue between $173-178 million and adjusted EBITDA between $23.5-26.5 million.
1. 4.10 Very Good
3.67 Good
5.00 Excellent
4.50 Very Good
4.25 Very Good
3.60 Good
3.60 Good
2.12 Needs Improvement
3.00 Good
2.20 Needs Improvement
2.50 Needs Improvement
1.00 Poor
2.00 Needs Improvement
2.00 Needs Improvement
3.00 Good
3.00 Good
3.00 Good
3.00 Good
3.00 Good
3.00 Good
3.00 Good
3.33 Good
3.00 Good
3.00 Good
4.00 Very Good
BALANCED SCORE CARD
Physician Ownership Disclosure Percentage
Asset Management Ratios
Cash Flow Ratios
Market Value Ratios
COMPLIANCE
Disclosure Recognition
10% Cost to Charge Ratio
25 Day Average Length of Stay (ALOS)
24 Hour Non-Physician Coverage Percentage
EMPLOYEE RELATIONS
Turnover Rate
Average Years of Service (Longevity)
Employee Satisfaction Survey
Medicare Given 2 Days from Admittance
QUALITY
Financial Staffing
Debt Ratios
Profitability Ratios
Case Management/Continuum of Care Coordination
Infection Control
Wound Care
Customer Satisfaction
General Acuity Quality KPI
Liquidity Ratios
FINANCIAL
3. BENCHMARK 2015 YTD SCORE DESCRIPTOR
Case Management/Continnum of Care Coordination 3.67 Good
6.0% 1.9% 5 Excellent
10.0% 0.0% 5 Excellent
25.0% 13.5% 3 Good
18.0% 17.3% 3 Good
20.0% 20.0% 3 Good
65.0% 63.0% 3 Good
7.0% 5.0% 4 Very Good
8.0% 13.0% 2 Needs Improvement
12.0% 8.0% 5 Excellent
5.0 Excellent
4.5 0 5.0 Excellent
2.8 0 5.0 Excellent
0.95 0 5.0 Excellent
0 5.0 Excellent
0 5.0 Excellent
0.7 5.0 Excellent
90.0% 96.9% 5.0 Excellent
0.59 0 5.0 Excellent
4.5 Very Good
0.8 0 5.0 Excellent
90.0% 92.5% 4.0 Very Good
31
4.25 Very Good
50.0% 75.0% 5.0 Excellent
97.4% 95.0% 4.0 Very Good
97.4% 90.0% 4.0 Very Good
QUALITY KPI
1. Returns to the STACH
2. Readmit to STACH in 30 Days
3. Home Discharge Rate
4. Mortality Rate
5. Short Stay Outliers
8. Ventilator Associated Pneumonia (VAP)
1. Hospital Acquired Pressure Ulcers (HAPU)
2. Wound Improvement
Infection Control Measures
6. Window Management
Wound Care/HBO Core Measures
7. Full Stay Discharges
8. High Cost Outliers
9. Zero Paid Days
1. Hospital Acquired Infections (HAI)
2. Catheter Associated Urinary Tract Infections (CAUTI)
3. Central Line Acquired Blood Stream Infection (CLABSI)
4. MRSA
5. VRE
6. C-Difficile Rate
7. Hand Hygiene Rate
3. Volume of HBO Treatments
Customer Satisfaction
1. Patient Satisfaction Survey Response Rate
2. Positive Recommendation
3. Positive Perception
4. 93.9% 90.0% 4.0 Very Good
3.6 Good
1.58 1.34 2.0 Needs Improvement
2.64 2.3 3.0 Good
0.49 0 5.0 Excellent
0.1 0.1 3.0 Good
1.67 0.7 5.0 Excellent
69.0% 66.7%
3.6 Good
8.7 8.4 2.0 Needs Improvement
300.00$ $309.00 3.0 Good
3.0% 3.5% 5.0 Excellent
0 0.005 3.0 Good
2 1.8 5.0 Excellent
8. Speech Therapy Cost Per Treatment
7. Patient Safety Survey Results
General Acuity Related Quality Indicators
Financial Staffing Key Indicators
5. Medication Error Rate
6. Vent Wean Rate
1. Nursing Hours Per Patient Day (NHPPD)
2. Nursing Dollars Per Patient Day (N$PPD)
3. Overtime Hours as % of Total Productive Hours
4. Contract Labor Hours as % of Total Productive Hours
5. Respiratory Hours Per Patient Day (RTHPPD)
6. Physical Therapy Cost Per Treatment
7. Occupational Therapy Cost Per Treatment
1. Case Mix Index (CMI)
2. Patient Fall Rate
3. Patient Falls with Injury
4. Restraints Days Rate
6. Physician Satisfaction Survey Results
4. Call Light Response Rate
5. Employee Satisfaction Survey Results
5. PYYTD 2015 YTD SCORE DESCRIPTOR
3.00 Good
0.67 0.77 3.0 Good
0.78 0.84 3.0 Good
0.07 0.09 3.0 Good
3.59 5.39 3.0 Good
0.45 0.52 3.0 Good
2.20 Needs Improvement
0.89 0.89 3.0 Good
0.15 0.07 1.0 Unsatisfactory
0.93 0.93 3.0 Good
-295.00 -253.00 1.0 Unsatisfactory
0.89 0.89 3.0 Good
2.50 Needs Improvement
1. Cash Return on Capital Invested
2. DuPont Formula
172 221 3.0 Good
4. Effective Rate of Return
0.03 0.14 4.0 Very Good
6. Operating Expense Ratio
0.03 0.14 4.0 Very Good
8. Profitability Index
FINANCIAL KPI
Debt Ratios
1. Asset Coverage Ratio
2. Capitalization Ratio
3. Debt Ratio
5. Quick Ratio
4. Debt Service Coverage Ratio
5. Debt-to-Equity Ratio
10. Long Term Debt to Total Asset Ratio
11. Total Expense Ratio
Liquidity Ratios
1. Acid-Test Ratio
2. Cash Ratio
3. Current Ratio
4. Net Working Capital
7. Operating Margin
Profitability Ratios
3. EBITDA
5. Gross Profit Margin
6. Debt-to-Income Ratio
7. Equity Multiplier
8. Long Term Debt to Capitalization Ratio
9. Long Term Debt to Total Asset Ratio
6. -0.02 0.01 2.0 Poor
-0.04 0.02 1.0 Unsatisfactory
11. Return on Net Assets
-0.05 0.04 2.0 Poor
-0.03 0.09 3.0 Good
55.12 13.57 1.0 Unsatisfactory
1.0 Unsatisfactory
4. Days Inventory Outstanding
5. Days Payable Outstanding
1.50 0.38 1.0 Unsatisfactory
2.00 Needs Improvement
2.00 Needs Improvement
*$$$ in Thousands
9. Return on Assets
10. Return on Debt
7. Inventory Turnover
8. Receivable Turnover Ratio
Cash Flow Indicator Ratios
1. Cash Flow Coverage Ratio
12. Retun on Net Assets
13. Return on Revenue
14. Revenue per Employee
Asset Management Ratios
1. Account Payable Turnover Ratio
2. Asset Turnover
3. Enterprise Value Muliple
4. Net Asset Value per Share
5. Price to Earnings Ratio
6. Stock Price
2. Cash Flow Return on Investment
3. Free Cash Flows
4. Price/Cash Flow Ratio
Market Value Ratios
1. Dividend Payout Ratio
2. Dividend Yield
3. Capacity Utilization Rate
6. Fixed Asset Turnover
7. BENCHMARK 2015 YTD SCORE DESCRIPTOR
*No existing information. For illustrative purposes.
Turnover Rate
Average Years of Service (Longevity)
Employee Satisfaction Survey
EMPLOYEE RELATIONS
8. BENCHMARK 2015 YTD SCORE DESCRIPTOR
24 Hour Non-Physician Coverage Percentage
Disclosure Recognition
10% Cost to Charge Ratio
25 Day Average Length of Stay (ALOS)
Physician Ownership Disclosure Percentage
COMPLIANCE KPI
9. Medicare Given 2 Days from Admittance
*No existing information. For illustrative purposes.
10. DESCRIPTION NUMERIC SCORE
Excellent (<10%ile) 5
Very Good (10-25%ile) 4
Good (25-50%ile) 3
Need Improvement (50-75%ile) 2
Poor (75-90%ile) 1
Unsatisfactory (90+%ile) 0
BALANCED SCORECARD SCORING E.g.