resource mgmt module Flashcards
Patient Protection and Affordable Care Act (PPACA)
- greater access to coverage for those with preexisting conditions
- mandated health-care insurance provision by employers
- significant reductions in number of uninsured
fiscal planning
- an acquired skill that improves with use
- requires vision, creativity, and a thorough knowledge of the political, social, and economic forces that shape health care
cost containment
effective and efficient delivery of services while generating needed revenues for continued organizational productivity
who is responsible for cost containment?
every health care provider
cost effective
- producing good results for the amount of money spent
- product is worth the price
cost effectiveness must take into account factors such as
- anticipated length of service
- need for such a service
- availability of other alteratives
forecasting
making an educated budget estimate by using historical data
responsibility accounting
an organization’s revenues, expenses, assets, and liabilities is someone’s obligation
a corollary
there person with the most direct control over financial elements
budget
- financial plan that includes estimated expenses
- income for a period of time
in a budget, expenses are classified as
- fixed or variable
- controllable or uncontrollable
fixed expenses
do not vary with volume
two examples of variable expense in a hospital budget
- payroll of hourly wage employees
- cost of supplies
controllable vs uncontrollable expenses
- controllable: controlled or varied by the mgr
- uncontrollable: cannot
five steps of the budgetary process
- assess
- diagnosis
- planning
- implementation
- evaluation
budgetary process: assess
what needs to be covered in the budget
budgetary process: diagnosis
- the goal or what needs to be accomplished
- create a cost effective budget that maximizes the use of available resources
budgetary process: plan
develop a time frame
budgetary process: implement
ongoing monitoring and analysis to avoid inadequate or excess funds at the end of the fiscal year
budgetary process: evaluation
review budget periodically and modify as needed
3 major budgets a nurse-mgr may be directly involved in
- personnel
- operating
- capital
largest of the hospital budget expenditures
-workforce/personnel d/t labor intensive
staffing mix
mix of licensed and unlicensed staff working at a given time
worked time/productive time/salary expense
- working at your scheduled time
- taking scheduled breaks when you’re supposed to
non-productive time/benefit time
- time paid when you are not working
- off, sick days, holidays, orientation, education time
- benefits employee turnover
the operating budget
- things you use on a daily budget to run
- second area of expenditure that involves all mgrs
- ex: cost of electricity, rprs, maintenance, supplies
second most significant component in hospital budget
supplies
capital budgets
- plan for purchase of buildings or major equipment (with long like)
- not used in daily operations
- more expensive than operating supplies
items in personnel budget
- number of personnel
- salaries
- working days
- time of
- fringe benefits
items in operating budget
- supplies
- services
- small equipment
- misc items
items in a capital budget
- large equipment, usually 1000$ +
- physical changes
- physical additions
- purchase of buildings
