Healthcare prosperity relies on efficient budgeting and communication. Communication is crucial in the healthcare workplace since it is essential in making decisions and actions (Helmold et al., 2022). Healthcare facilities provide quality health to individuals while maximizing returns and minimizing expenditures. Quality care delivery determines the patient’s retention in a health facility. Poor quality health care delivery lowers the facility patient’s retention, resulting in low returns. Healthcare facilities aim to balance the expenditures and returns to fund medical equipment that contributes to the quality of care delivery to individuals (Jaffe S, 2017). However, healthcare managers design effective operating budgeting to acquire the necessary equipment (Kilaru et al., 2022). Auditing the healthcare budget involves strategies for checking expenditures to reduce and optimize returns. Proper budgeting controls the organization’s expenditure on liabilities that do not add value to quality care delivery. The budgeting would cost $2 209 906. The budgeting will cater for a 35-bed hospital unit with 20 full-time equivalent staff. In addition, the budgeting will also cater to the purchase of equipment. The workload was calculated based on total capacity. Assuming all the 35 beds are occupied, employing 20 staff members, each serving a 12-hour shift, would result in a 1 to 1.75 nurse-to-patient ratio.
The plan addresses factors that are likely to affect staffing and productivity. The plan addresses the organization’s objectives, ensuring the delivery of quality healthcare to individuals. The organization’s goal is subject to changes depending on the prevailing conditions and priorities. In addition, the plan will address healthcare policies that govern reimbursement, healthcare spending, and revenue generation. The competition for funding from other healthcare organizations will likely influence the particular budget. Other significant factors include staff overtime, extra shifts, and turnover. Therefore, an effective plan must remain relevant despite emerging factors.
Encouraging in-service training would ensure the Staff undergoes professional development while delivering health care services as usual. Training would control losses associated with the training (McGregor et al., 2019). The proposed staffing levels will affect organizational goals by providing more resources and opportunities for employees to perform their duties efficiently. The additional staff members would also allow managers to delegate responsibilities to them. In addition, the proposed staffing levels will improve productivity at all levels.
The financing plan would boost healthcare delivery. For instance, the patients in the demographics with Medicare in the rural area include 15.6% and 46.9% Medicare. About 20% of the visit involves social workers. Proper financing in healthcare will boost healthcare staffing and help treat moderate-to-severe chronic diseases.
The unit’s primary equipment requirements include an ECG machine, an ultrasound machine, a patient monitor, and infusion pumps. The existing ECG and ultrasound machines, in particular, require replacement because they are old and defective. The unit does not have enough patient monitors and infusion pumps, so more must be purchased. Research and quality advancement to reduce losses incurred by caring for elderly patients is one of the outstanding ongoing expenses.
The equipment and services will contribute to organizational goals as they will help reduce production costs, improve product quality and reduce waste. The equipment and services lower the expenditure on purchasing different items that are not required, such as X-rays and blood tests. In addition, the equipment plays a significant role in delivering quality care. The management provided information on the most pressing needs of the unit, including staff salaries and benefits. The Staff revealed deficiencies in staffing requirements, health care equipment, and unmet needs. Benchmark data helped ensure the budget is realistic and consistent with the overall healthcare spending. The data obtained from the various primary sources are up-to-date and reliable because it reflects the current state of the hospital unit.
The hospital unit comprises 35 beds and requires 20 full-time staff. The budgeting will cost would cost $2, 209,906. The salaries and staff benefits would cost $2 151 333. Salaries entail overtime, extra shift, Staff recruitment, and pension. The equipment purchases would cost $17 373 and entail an ECG machine, ultrasound, Infusion pumps, and patient monitor. In addition, the budgeting includes operational expenses, such as Staff professional development and training, Equipment repair and maintenance, Research and quality improvement, and Travel, totaling $41 200.
The manager can gather information from stakeholders to ensure the project maximizes available resources per their expectations, needs, and limitations. The managers can also gather funding for labor and equipment information as a consideration when designing and creating the budget (Mladenović & Ćalić, 2021). Most executive leaders are likely to respond positively to the budget because it identifies the hospital unit’s most pressing needs. The budget excludes any nice-to-have items to guarantee that facility resources are focused on the most critical items, equipment, and services. Furthermore, the budget is based on a thorough and thorough assessment of the unit’s main requirements (Aguilera & Dickey, 2021). As a result, the executive leaders have every reason to offer ideas and approve budgeting.
The information used in the design and development of the budget was obtained from medical and patient records, hospital management, Staff, assessment of the workplace environment, and benchmark data. Medical and patient records identify the impact of current Staff and equipment on safety and quality of care. The management provided information on the most pressing needs of the unit, including staff salaries and benefits. Encouraging in-service training would ensure the Staff undergoes professional development while delivering health care services. Therefore, the strategies would ensure minimum and efficient spending on the supplies and uphold the budget’s relevance and feasibility.
References
Aguilera, L., & Dickey, E. (2021). Dress rehearsal budget planning and resource requirements. A Guide to Healthcare Facility Dress Rehearsal Simulation Planning: Simplifying the Complex, 99-106. doi:10.1108/978-1-80117-554-820211010
Helmold, M., Dathe, T., & Hummel, F. (2022). Nonverbal communication in negotiations. Successful Negotiations, 123-144. doi:10.1007/978-3-658-35701-6_6
Jaffe S. (2017). High stakes for research in US 2018 budget negotiations. Lancet (London, England), 390(10099), pp. 1017–1018. https://doi.org/10.1016/S0140-6736(17)32396-6
Kilaru, A. S., Crider, C. R., Chiang, J., Fassas, E., & Sapra, K. J. (2022). Health Care Leaders’ Perspectives on the Maryland All-Payer Model. JAMA health forum, 3(2), e214920. https://doi.org/10.1001/jamahealthforum.2021.4920
McGregor, B., Belton, A., Henry, T. L., Wrenn, G., & Holden, K. B. (2019). Improving Behavioral Health Equity through Cultural Competence Training of Health Care Providers. Ethnicity & disease, 29(Suppl 2), pp. 359–364. https://doi.org/10.18865/ed.29.S2.359
Mladenović, A., & Ćalić, J. (2021). Determining seismic hazard in slowly deforming region: Can we gather enough information from Karst caves? doi:10.5194/egusphere-egu21-8723
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