The average full patient charge, based on charge schedules, per case. The desired direction is toward a lower value.

The average dollar amount expected to be collected per case. The desired direction is toward a lower value.

The average full patient charge, based on charge schedules, per procedure. The desired direction is toward a lower value.

The average dollar amount expected to be collected per procedure. The desired direction is toward a lower value.

The average total operating cost per case. The desired direction is toward a lower value.

The average total operating cost per procedure. The desired direction is toward a lower value.

The average personnel expense per case. The desired direction is toward a lower value.

The average supply, maintenance and non-personnel expense per case. The desired direction is toward a lower value.

The average physical facility costs (e.g., capital expenses related to the acquisition of permanent assets, the related financing costs and the related capital tax expenses) per case. The desired direction is toward a lower value.

The amount of profit or loss before tax expense per case. The desired direction is toward a higher value.

The average personnel expense per procedure. The desired direction is toward a lower value.

The average supply, maintenance and non-personnel expense per procedure. The desired direction is toward a lower value.

The average physical facility costs (e.g., expenses for depreciation, amortization, interest, insurance and taxes as related to the acquisition of permanent assets) per procedure. The desired direction is toward a lower value.

The amount of profit or loss before tax expense per procedure. The desired direction is toward a higher value.

The average number of cases performed per employee or agency personnel. The desired direction is toward a higher value.

The average number of procedures performed per employee or agency personnel. The desired direction is toward a higher value.

Expressed as a percentage, it is the total number of hours the operating room was used to perform procedures in relation to the total available operating room hours. The desired direction is toward a higher value.

Expressed as a percentage, the profit or loss after tax expense that the facility generates in relation to its expenses. The desired direction is toward a higher value.

Expressed as a percentage, the facility's ability to generate cash on its financial resources (for example, investments, receivables, inventory, physical plant, etc.) The desired direction is toward a higher value.

A measure of the facility's ability to generate cash to cover its long-term debt. The desired direction is toward a higher value.

The percentage of asset value financed by long-term debt. The desired direction is toward a lower value.

Expressed as a percentage, it is the amount of charity care (converted to a cost basis,) bad debt and taxes the facility incurred in relation to its total expenses. The desired direction is toward a higher value.

Expressed as a percentage, it is the amount of patient days for patients enrolled in the Medicaid program in relation to total patient days. The number of patient days has been adjusted to account for outpatient service revenue. The desired direction is toward a higher value.