This paper describes a problem related to the increased cost of supplies and a decrease in productivity in the surgical services area of Celebration Health. A plan is developed based on these issues, which could aid the unit to become more efficient and cost-effective. This plan will emphasize being cost-effective without compromising quality and safety. Also, it will may improve the fiscal health of the surgical services department by eliminating unnecessary procedures, supplies, and labor, therefore increasing productivity. Problem There are a couple of problems affecting the surgical services department. One of them is that the unit /hospital pays a lot of money for surgical supplies and equipment. The second problem is labor and productivity. The two problems are included in the operational and personnel budget. These types of budgets are the highest cost to the department; personnel budget being the highest then the operational budget (Marquis & Huston, 2012). Why is this a Problem? The use of supplies is a problem because we are spending too much money on them. We are a world-renowned hospital with very high-end robots and equipment. Therefore, our surgeons demand the best and the higher valued machines and supplies. Cost and quality need to be considered. We do not want the quality of care for the patients to be jeopardized because of inadequate planning in regards to low quality supplies (Sullivan, 2009). Labor is a problem because we are not flexing staff when needed, some of our surgeons demand more staff in their room during surgery, and we hold patients in the Peri-Anesthesia Care Unit (PACU) for hours waiting on an inpatient bed. How it Affects Patients, Nursing, and Organization Fiscally These two issues can aff... ... middle of paper ... ... team cooperation and diligence in working toward common goals, the organization will be able to accomplish significant process improvements resulting in improved quality and efficiency. Works Cited Marquis, B. L., & Huston, C. J. (2012). Fiscal planning. Leadership roles and management functions in nursing (7th ed.) (pp. 202-228). Philadelphia: Lippincott Williams & Wilkins. Marquis, B. L., & Huston, C. J. (2012). Staffing needs and scheduling policies. Leadership roles and management functions in nursing (7th ed.) (pp. 377-400). Philadelphia: Lippincott Williams & Wilkins. Mathias, J. M. (2013). New on-call plan helps to stabilize the staff and budget. OR Manager, 29(4), 7. Nugent, M. (2011). Budget planning under payment reform. Hfm (Healthcare Financial Management), 65(7), 38-42. Sullivan, M. (2009). Nursing budget: Friend or foe. Nursing News, 33(4), 13.
Some of the operational problems that Saintemarie Emergency Department is facing include issues with quality, work environment and economic issues, amongst others. In terms of quality, the wait-time targets are being met, however, a doctor sees only 2/3 of patients that enter the emergency department within the maximum delay period. This means that the quality of service suffers as well as patient safety for those that leave without seeing a doctor due to long wait times. As far as work environment issues, the department is struggling because experienced nurses and doctors are resigning since the environment seems to be too stressful. Lastly, Saintemarie ED is facing economic issues because the long wait times are having negative effects on revenues since there are lost revenues associated with patients leaving and not being treated.
To determine if the hospital can perform this many operations, one should compute the equipment (operating room) and labor (surgeon) requirements per day and compare it to the current equipment and labor capacity per day.
The ability of a unit to survive is largely dependent upon the hospitals internal financial budgetary performance and the external needs within the community. Developing a financial budget is a process that should use teamwork to plan and implement in order to be effective. The budget sets perimeters for administrators to follow throughout the year, allowing the director to report variances while providing guidance to maintain a minimum variance and adjust when possible (Finkler & McHugh, 2008). By using all department managers in the planning process of the new budget, the nurse executive is able to develop effective strategies for all departments while investing in the goals. This eliminates many problems associated with budget and identifies areas that need improvement or expansion. Because of the competition, declining margins, and other economic pressures, nurse executives need to take steps to control costs and increase revenues for this unit. The overall goal of the financial performance within the organization is to meet the total budgetary needs of the unit to produce favorable outcomes. My focus will be to propose the expansion of a new Joint Replacement Unit (JRU) within the hospital, while identifying the major operating components of the budget for this organization. The importance of reviewing the budget for a newly developed unit is to allow the nurse executive and administrative team to manage the existing organizational programs within in the facility, plan for goal accomplishments for the new unit, while controlling costs.
...t is also difficult to maintain overall operations. Operations are effected simply because of health care delivering patient care which significantly declines when the overall cost continues to raise.
With consolidation among hospital systems over the last few years there has been a trend toward ways to streamline processes. By having “shared services” such as laundry services, human resources and radiology and diagnostic services it’s possible to lower costs and have common processes. The advent of health care reform and the Affordable Care Act (ACA) with its Information Technology (IT) incentives has led to greater interest in risk management and IT solutions. While there was a decrease in 2012 on outsourcing IT services the finalization by the Supreme Court of the ACA and President Obama’s re-election cemented the need for an IT solution (Kutscher, 2012)
In accordance to the statement of revenues and expenses of the health facility, financial ratios are on the decrease. This implies that a pay rise to staff would actually lead to a decrease in net income. The financial report of year 2008 and 2009, show that there has been an increase in expenses by a margin of 10%. In order to overcome this challenge, Patton-Fuller community hospital need to work on expanding the sources of revenues (Patton hospital)
Introduction. The analysis developed, studied, and recorded in this document will cover the various operating procedures, business practices, and reasoning methods that impact and influence how ST Jude Children’s Hospital provides healthcare treatment and medical attention. It will attempt to provide a clear and concise message about the three sections pertaining to this project. ST Jude is a pediatric treatment and research facility that has a focus on children with catastrophic disease. It was founded in 1962 by Danny Thomas who was an entertainer. To be specific, the hospital first opened on 4 February 1962. This is an interesting
Supplies expenses accounted for 25.4% of the total expenses and 85.5% of the supply expenses is from other medical supplies. The current practice allows each physician group to make independent decisions, how to run their group. As a result, the hospital is suffering from high medical cost and losing money by not utilizing nurse practitioners and case managers. The quality of care greatly affected by not utilizing of a case manager in coordinating medical services that a patient may require for recovery after hospitalization. Nurse practitioners (NP) can also aid in patient care without compromising the quality of care and enhance orthopedic surgeon’s productivity. When NPs do some of the patient care, the orthopedic surgeons will have more time to do more surgeries which will generate more revenue. Non-standardized protocol created a financial burden to the hospitals, related to medical supply. The physician’s vendor preference could be influenced by vendor relationship and personal benefit rather than evidence that benefit patients and contain costs. The patient’s outcome is going to suffer due to a lack of standardized protocol.
To understand the expenses and resource use, GAH will aim to keep accurate financial and operational information, which would include cost accounting systems for clinical service lines. The major objective for this core competence will be to ensure that the healthcare organization will have the capability to analyze the operational information to reduce the drivers of unnecessary costs by embracing improvement methodologies, for instance, Lean Six Sigma and thus increase value and efficiency, improve productivity and reduce
This memo is submitted to recommend staffing strategies for the large company; in addition to the small company; recently, acquired.
Before a group can achieve the synergistic performance Jimenez is looking for it must meet three preconditions. First, team members have to approach the task at hand with the motivation to work cross-functionally and the confidence that they can produce effective solutions. In Wichita, much of the motivation came from the evident crisis in performance. Everyone in the plant knew that it was underperforming and there is no stronger motivation for action than a survival crisis.
Ulrich, D. & Brocklebank, W. (2005) Role Call. People Management, Vol. 16, June, pp.24 – 28
Heneman, H. G., Judge, T. A., & Kammeyer-Mueller, J. D. (2012). Staffing organizations (7th ed.). New York, NY: McGraw-Hill.
Heneman, H.G., Judge, T.A., and Kammeyer-Mueller, John D. (2012) Staffing Organizations, Seventh Edition. Boston, MA: Irwin McGraw-Hill.
Hospitals appear to lag behind other industries in cost-containment measures, materials management, and inventory control. Members of clinical staff are as equally challenging to convince of the advantages of supply-chain efficiency because they are most concerned with the clinical and convenience aspect of the products in use (Cerner Perioperative Solutions, 2005).