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Internal and external factors
Internal and external factors
Internal and external factors
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QUESTION ONE: 1.1. Discuss the integrated planning budgeting and accountability system (IPBAS) in the context of a specific department in a healthcare organisation such as a hospital. (15) The integrated planning budgeting and accountability system refers to an internationally recognizes standardizes prescriptive budgeting tool that aims to align government policies, plans and budget. This system focuses on shared vision and critical issues; and financial and infrastructure strength; integration also promises to rationally and efficiently allocate available resources to achieve strategic goals and objectives; and, lastly, promises to improve communication, encourage collaboration, and enable data-driven decision-making (Tsofa, Molyneux …show more content…
Planning and budgeting systems ensure efficient use of the scarce resources. Integrated planning supports strategic decision-making by providing a comprehensive view of resources and commitments that ensures the alignment of financial and capital resources with healthcare service delivery priorities .Moreover, it responds to the internal and external environmental factors, as well as satisfies the interests of the relevant stakeholders, groups and …show more content…
This data is to enable realistic forecasting and improved decision making. Ideally, leaders streamline operations, to remedy labour inefficiencies in healthcare (such as; working hours, understaffing impacts quality care, overstaffing leads to financial loss). The software uses predictive analytics, to gather the existing and needed staff complement, which enabled better scheduling of effective workforce. Moreover, it can be used to create a chart or graphical visualization of anticipated patient visits in advance. The financial planning tool enables availing of proper funds for staffing. Managers have more insight on operations, and can alter them as required to improve their revenues and quality of healthcare services. The integrated system budget provides a reference point of efficiency at the firm level instead of the system level. The advantage of using integrated budget as a reference is that the information needed can be obtained relatively easily from financial
I attended the Saturday Lab 1 session discussing the Denison Specialty Hospital case study. In our session, we had a through discussion into the different budget terminology. I learned about the difference between accrual and cash accounting methods, which is based on the timing of when the revenue and expenses are recognized. I also learned about responsibility centers as an organizational unit under the supervision of a manager, who is responsible for its activities and results. In addition, the manager is accountable for the budget of the department that they head. Therefore, a centralized form of management in developing the budget because it makes easier to because the information for the department budget is located
Determined healthcare systems routinely examine their environments internally and externally to locate significant trends and forces in the present and for the future which will have an effect on their performance goals and mission efforts. These healthcare systems understand who their stakeholders are, their needs and how best to meet those expectations and needs. These systems give attention to specific efforts on accomplishing goals that acquire opportunities in the whole environment while they continue to adjust their internal structures and functions. Precise aims are dealt with by uninterrupted sequences for performance improvements. Strategic directions for systems originate from the mission and directives. Strategic directions are identified by observing key stakeholders, addressing their interests and being proactive about responding to current, as well as, future shifts and trends in the systems’ entire environment (Skinner, 2001).
The purpose of financial measurement in healthcare is to provide the community with the services it needs, at a clinically acceptable level of quality, at a publicly responsive level of amenity, at the least possible cost. This is done by providing healthcare finance managers with accounting and finance information to help accomplish the purpose of the organization (Nowicki, 2015). When making accounting decisions about budgeting and inventory control, an understanding of economics, statistics, and operations research is needed. Major Financial Measures
Integrated services help arrange services that are easy for users to scroll through. It provides financial and medicine management to work together on a goal and make the most of resources provided in the hospital (World Health Organization, 2008). For instance in the case study the hospital had a health food store, a physiotherapy clinic, an alternative medicine clinic, a pharmacy, and a home health care store under one management, making it a lot more easier for patients to access. Overall integrated services in health care can escalate the quality of care, enhance access to services and lower overall health care expenditures. Due to the fact that is more economically efficient to share human resources than have health care systems be dedicated to one particular disease, and it makes more sense to deal with all of the problems the patient is facing rather than focussing separately on just one health problem (World Health Organization,
Current health care systems exist in complex atmospheres that regularly change to meet the demands of health care personnel and consumers. Health care systems deal with many different cultures, values, and interests making it increasingly more difficult for management to provide their employees with a clear vision of the future (Lega, Longo, & Rotolo, 2013). Begun, Hamilton, and Kaissi (2005) explain health care centers utilize strategic planning to better understand their environments and ensure the organization’s structure, culture, and important decision-making are compatible within their current surroundings. Ginter, Duncan, and Swayne (2013) describe strategic planning as “the periodic process of developing a set of steps for an organization to accomplish its’ mission and vision using strategic thinking” (p.14). The goal of strategic health care planning is to improve performance throughout the organization (Begun et al, 2005). This paper discusses the strategic plan for Brooklyn Hospital Center including its long and short- term goals, its strategic thinking and key stakeholders, and the various strategies identified within the plan.
It has taken on growing importance as health care facilities pursuing for larger investments to incorporate different systems aim at enhancing the hospital experience, medical outcomes, and clinical fiscal efficiency, as well as organize a facility for meaningful health care reforms (Barbazza, Langins, Kluge, & Tello, 2015). Health care organizations are restructuring the medical personnel structure to resolve the need for more organizational involvement, electronic medical groups, and the function of the health care physicians in a more relevant manner. They are also modernizing how they need to coordinate medical services more efficiently across the field of health care: critical, ambulatory, proficient nursing, and home care (De Vreese, Leys, Fontaine, & Dendoncker, 2016). Moreover, organizations are determining the fiscal outcomes of transferring from encounter-based structure to a performance- or capitation-based payment framework. Integrated delivery network is a physician-centered set of activities that stimulates the continuity of medical care as well as organizational and complex hospital management. Key elements comprise an incorporated technology framework that encourages the continuity of health care and permits all stakeholders to access to medicinal history of patients and other critical information (Barbee & Antle,
According to the Food and Agriculture Organization of the United Nations (2014), “Planning is the process of setting goals, creating organizational strategies and/or outlining tasks and innovative ways to accomplish the goals you have set in order to be a successful organization.” In the world of management or healthcare management planning is a vital importance in that it helps to focus, prepare and clarify the daily projects and assignments that may help an organization become a successful entity. Planning can also be very important in many other ways such as, saving time...
The administration and organization of health care systems, hospital networks, and other health care settings can greatly affect health outcomes, quality of care, and patient satisfaction. One of the historical challenges in the health system has been the identification and collection of meaningful data to measure an organizations progress towards the achievement of its strategic goals and the concurrent alignment of internal operating practices with this strategy (Devitt et.al Health Q. 2005). The strategic management System (SMS) aligns organizational planning and performance measurement, facilitates and appropriate balance between organizational priorities and resolving ‘local problems, and encourages behaviors that are consistent
Clinical integration is needed to enable the coordination of patient care across conditions, providers, settings, and time in order to reach the care that is safe, timely, effective, efficient, equitable, and patient-focused. However, to achieve clinical integration, we need to encourage changes in provider culture, redesign payment methods and incentives, and update federal laws Also, clinical integration provides an opportunity to organize services through centralized scheduling, electronic health records, clinical pathways, management of chronic diseases, and innovative quality improvement programs (Harrison, 2016). Also, strategic planning is important in clinical integration because it outlines what is expected between the hospitals and physicians. Many healthcare facilities have limited resources, consequently, it is crucial to guarantee that capital spending needs and operating performance measures of physician’s strategies can be identified and calculated before a partnership is made. Also, clinically integrated care community needs good governance, where the goals and incentives of leadership and management are associated (Health, 2017). Furthermore, an important area to focus on is creating a physician-led culture of continuous quality improvement, using tools and technology to integrate information from different systems
A company's budget serves as a guideline in planning and committing costs in order to meet tactical and strategic goals. Tactical goals such as providing budgetary costs for daily operations, and strategic objectives that include R&D, production, marketing, and distribution are all part of the budgeting process. Serving as a guideline rather than being set in stone, the budget is a snapshot of manager's "best thinking at the time it is prepared." (Marshall, 2003, p.496) The budget is a method in which to reign-in discretionary spending, and will likely show variances between what costs have been anticipated and what costs are actually incurred.
A strategic plan is a tool that delivers guidance in achieving a mission or goal with maximum proficiency and control for an organization. Strategic planning is used to transform and revitalize organizations. The plan helps provide an inclusive understanding of opportunities and challenges both internally and externally for the organization. The plan delivers an assessment of the strengths and limitations that are realistic within the company. A well-developed strategic plan will offer a comprehensive approach and empowerment for the stakeholders involved. It is an opportunity for learning and understanding priorities that will drive the business to succeed. Jones (2010), describes how in health care organizations, strategic plans characteristically concentrate on operational and organizational goals such as when to obtain new technology, how to meet competitive challenges, and what staffing, tools, or facilities are needed to ensure organizational survival. The mission and value statements are significant in determining the quality of a strategic initiative. Forcing the organization to look toward the future creates proactive objectives in which both short-term and long-terms plans and goals are necessary in order to succeed.
Quantitative plans are called budgets. Budgets are prepared to impose cost controls on the activities of an organization (Chenhall, 1986).Budgets are then used to evaluate the performance of the management and budget itself is considered as a standard to evaluate the performance Solomon, 1956). The purpose of the budget is also to implement the strategy of the organization and communicate it to the employees of the organization Rickards (2006). The change in the external environment has led to the change in the budgeting approaches from the initial cash based budgets to the zerio based budgets (Bovaird, 2007).
Planning Program Budget (PPB) system was a success in Department of Defense. In 1961, the Secretary Robert McNamara and a group people from the RAND corporation joined forces to make PPB a success. Some of tactics were used by PPB system are operation research, computers, and systems analysis .The Future Years Defense Program (FYDP) was established to help Planning Program Budget (PPB) system. FYDP program projects the cost and staff according to the programs. The program is structure under the FYDP . The structure consists of a mission and factors of subunits and activities. Some of the concepts are in the FYDP program which are strategic forces, general purpose forces, research and development, guard and reserve, central supply and maintenance,
After explaining my proposal to Supervisor Renu, she expressed some weakness and more strongest point about my proposal. she told me if I talk this proposal to the board, there is an actual potential for the proposal to be established and the board will need more detail for the financial plan. Seema need to motivate the hospital and patients because, one reason is that hospitals lack motivation to record info that does not have a direct influence on compensation. And need to give answers was associated crosswise collections of hospitals, resolute created on their part of duals, to evaluate differing impressions of the HRRS. And another reason is, managerial information sets normally permit the gathering of a static quantity of data scheduled
It requires an adequate and sound organizational structure, that is, there must be a definite assignment of responsibility for each function of the enterprise. Budgeting compels all the members of management, from the top to bottom to participate in the establishment of goals and plans. Budgeting compels departmental managers to make plans in harmony with the other departments and of the entire enterprise. Budgeting helps the management to put down in figures what is necessary for a satisfactory performance. Budgeting helps the management to plan for the most economical use of labor, material and capital. Budgeting tends to remove the cloud of uncertainty that exists in many organizations, especially among lower levels of management, relative to basic policies and objectives. Budgeting promotes an understanding among members of management of their co-workers' problems. Budgeting force management to give adequate attention to the effects of general business conditions. Budgeting aids in obtaining bank credit as banks commonly require a projection of future operations and cash flows to support