1 Gross Revenue Per Adjusted Patient Day: The average full patient charge, based on charge schedules, per adjusted patient day. Patient days are adjusted to account for outpatient service revenue. The desired direction is toward a lower value.

2 Net Revenue Per Adjusted Patient Day: The average dollar amount expected to be collected per adjusted patient day. Patient days are adjusted to account for outpatient service revenue. The desired direction is toward a lower value.

3 Gross Revenue Per Adjusted Admission: The average full patient charge, based on charge schedules, per adjusted admission. Admissions are adjusted to account for outpatient service revenue. The desired direction is toward a lower value.

4 Net Revenue Per Adjusted Admission: The average dollar amount expected to be collected per adjusted admission. Admissions are adjusted to account for outpatient service revenue. The desired direction is toward a lower value.

5 Cost Per Adjusted Patient Day: The average total operating cost per adjusted patient day. Patient days are adjusted to account for outpatient service revenue. The desired direction is toward a lower value.

6 Cost Per Adjusted Admission: The average total operating cost per adjusted admission. Admissions are adjusted to account for outpatient service revenue. The desired direction is toward a lower value.

7 Labor Cost Per Adjusted Patient Day: The average personnel expense per adjusted patient day. Patient days are adjusted to account for outpatient service revenue. The desired direction is toward a lower value.

8 Non-labor Cost Per Adjusted Patient Day: The average supply, maintenance and non-personnel expense per adjusted patient day. Patient days are adjusted to account for outpatient service revenue. The desired direction is toward a lower value.

9 Capital Cost Per Adjusted Patient Day: The average physical facility costs (e.g., expenses for depreciation, amortization, interest, insurance, and taxes as related to the acquisition of permanent assets) per adjusted patient day. Patient days are adjusted to account for outpatient service revenue. The desired direction is toward a lower value.

10 Operating Income Per Adjusted Patient Day: The average amount of profit or loss before tax expenses generated per adjusted patient day. Patient days are adjusted to account for outpatient service revenue. The desired direction is toward a higher value.

11 Labor Cost Per Adjusted Admission: The average personnel expense per adjusted admission. Admissions are adjusted to account for outpatient service revenue. The desired direction is toward a lower value.

12 Non-labor Cost Per Adjusted Admission: The average supply, maintenance and non-personnel expense per adjusted admission. Admissions are adjusted to account for outpatient service revenue. The desired direction is toward a lower value.

13 Capital Cost Per Adjusted Admission: The average physical facility costs (e.g., expenses for depreciation, amortization, interest, insurance, and taxes as related to the acquisition of permanent assets) per adjusted admission. Admissions are adjusted to account for outpatient service revenue. The desired direction is toward a lower value.

14 Operating Income Per Adjusted Admission: The average amount of profit or loss before tax expense generated per adjusted admission. Admissions are adjusted to account for outpatient service revenue. The desired direction is toward a higher value.

15 Full-time Equivalents Per Adjusted Occupied Bed: The number of staff, converted to the average number of employees who work full time, for each occupied bed. The number of occupied beds has been adjusted to account for outpatient service revenue. The desired direction is toward a lower value.

16 Paid Hours Per Adjusted Admission: The average number of hours the hospital paid to employees or an agency, per adjusted admission. Admissions are adjusted to account for outpatient service revenue. The desired direction is toward a lower value.

17 Staffed Beds Occupancy: Expressed as a percentage, it is the ratio of the hospital's average daily census to the number of beds the hospital has prepared ready to receive patients. The desired direction is toward a higher value.

18 Licensed Beds Occupancy: Expressed as a percentage, the ratio of the hospital's average daily census to the number of beds the hospital reported as having been granted a license. The desired direction is toward a higher value.

19 Total Margin: Expressed as a percentage, the net income, earnings or loss that the facility generates in relation to its expenses. The desired direction is toward a higher value.

20 Return on Assets: Expressed as a percentage, the facility's ability to generate cash on its financial resources (e.g., investments, receivables, inventory, physical facility, etc.) The desired direction is toward a higher value.

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

22 Fixed Asset Financing Ratio: The percentage of asset value financed by long-term debt. The desired direction is toward a lower value.

23 Charity Care, Bad Debt and Taxes: Expressed as a percentage, 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.

24 Medicaid Participation: Expressed as a percentage, 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.