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.

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.

The average full patient charge, based on charge schedules, per adjusted admission. Admissions are adjusted by inpatient and residential service revenues. The desired direction is toward a lower value.

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.

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.

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.

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.

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.

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.

The average amount of profit or loss before tax expense generated per adjusted patient day. Patient days are adjusted to account for outpatient service revenue. The desired direction is toward a higher value.

The average personnel expense per adjusted admission. Admissions are adjusted to account for outpatient service revenue. The desired direction is toward a lower value.

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.

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.

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.

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.

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.

Expressed as a percentage, 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.

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.

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.

Expressed as a percentage, the facility's ability to generate cash on its financial resources (e.g., 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, 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.