DQ: Your staff have come to you with several requests for new equipment for the nursing unit
NUR 621 Topic 1 Discussion 2
In some work settings nurse managers have a high influence on the units budget, and are able to make request and changes based on the units needs (Penner, 2017). When nurses come with request for different supples the nurse manager must look at what is most important and help increase quality care in the patients. I would think that it should not only be up to the nurse manager on what equipment is needed over the other. First we should look at the cost of the equipment and see if there is extra money in the budget to pay for the asked equipment. I would then take this to our Unit Council so that the entire team has a say in what they feel they need first if the budget allows. Unit Council gives employees a say and is important for moral of the staff (Shiskowsky & Krugman, 2016). It takes the decision-making process from authorative to a shared process (Shiskowsky & Krugman, 2016). The nurse manager could also look into budget adjustments and cancel things that are not needed at this time in order to have the funds for the new equipment (Penner, 2017). Explaining cost to the council and what equipment can be afford now as apposed to the other ones to be budgeted for the following year, can help staff feel like they get a say in what they feel is needed first and what can wait.
References
Penner, S. J. (2017). Economics and financial management for nurses and nurse leaders (3rd ed.). Springer Publishing Company.
Shiskowsky, K., & Krugman, M. (2016, January 13). Jump-starting unit-based councils. American Nurse. https://www.myamericannurse.com/jump-starting-unit-based-councils/
RESPOND HERE (150 WORDS, 3 REFERENCES)
Staff have amazing ideas and always want the best for their patients, and bring products forward they have seen in other facilities, on social media sites or online they believe will increase the quality of patient care. A Capital purchase is a large purchase or special purchase that most likely has not been budgeted for in the annual budget. As indicated in our textbook many organizations create a special purchase budget, this is a budget created for special produces or programs that may occur during the year that are not planned (Penner, 2016). Other times a capital budget is for long-term investments that are at high-cost Capital budgets can be large items from building to equipment for a unit. When a decision is being made for capital items to be purchased for a unit a nurse manager should receive input from staff to help triage the items to be purchased as well as involving the nurses in the grant writing process to create some ownership (Penner, 2016). Many factors need to be taken into consideration when a capital purchase is being made, especially when finances are tight, this is where politics and great communication come in.
First the review of the product for quality, safety and cost effectiveness and if the purchase is very necessary for the functioning of the unit.
Second the reduce of impact on the unit and or return on investment should be investigated, is a capital item will save time, improve quality or have the ability to bill for the process can aid in offsetting the cost of the item.
Third a business case can be developed to present these factors to senior leadership on improvement this item will have for the organization.
Nurses should be included in the budgeting process; this helps prevent the manager from carrying the burden of saying no. Through Education to the staff of the process, what is entailed in the capital process as will involving them in the process. Helping nurses understand the magnitude of the capital process and expenditures can emphasize the need to nurses of the process and the implication this purchase can print is a leadership skill that helps serve the nurses and organization to how the process affects every aspect of the organization (Murray, 2017).
Murray, M. E. (2017, April 20). Budgeting, productivity, and costing out nursing. Nurse Key. https://nursekey.com/budgeting-productivity-and-costing-out-nursing/
Penner, S. J. (2016). Economics and financial management for nurses and nurse leaders, third edition (3rd ed.) [e-book]. Springer Publishing LLC.
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RESPOND HERE (150 WORDS, 3 REFERENCES)
I would go about determining what the most important request was by determining if the request effects patient’s care and if it is detrimental to life. I would look at how often the equipment was used and if something else could be used as a substitute. I would investigate if purchasing the equipment was cost effective. “Three important activities in managing a budget are monitoring, investigation, and control. Monitoring involves carefully reviewing the budget report to identify any budget concerns by comparing the budgeted amount to actual performance, investigation examines events, processes, or staff performance that might be reasons for budget concerns, and determines whether the budget concern can be controlled, and budget control applies management strategies to address and resolve the budget concern that was identified in monitoring.” (Penner, 2016)
I would research all requests for equipment and compare usage, and demand. I would consider what could happen if the equipment was not available to determine if staff could go without it. Some equipment is considered a privilege. For example, to have an automated blood pressure cuff is a luxury because you can take a blood pressure manually. I would utilize a priority matrix. “Justifying a capital budget is using a priority matrix that helps identify the level of priority of a project or capital expenditure.” (Penner, 2016) The priority matrix is a simple grid incorporating the need or importance.
I would also check into using a rolling forecast for future operational budgets. Rolling forecasts increase agility. “You don’t just develop a plan and lock in on it, “You keep revisiting the plan as changes materialize.” (Eramo, 2021) I think that the rolling forecast would be very useful in todays time considering the pandemic. It is hard to make a budget when you can’t determine day to day infection rates. Rolling forecasts allow for error and enable you to add or substract from the budget depending on the need.
Eramo, L. (2021). 40% of hospitals reconsidering traditional budgeting amid pandemic: HFMA poll. Hfm (Healthcare Financial Management), 75(3), 40–43.
Penner, S. (2016). Economics and financial management for nurses and nurse leaders (3rd ed.). Springer Publishing Company.
RESPOND HERE (150 WORDS, 3 REFERENCES)
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With the constant change in healthcare, advances in technology, evidence-based practice, the rise of new diseases, etc., there are times when equipment needs upgrading, changing, or warrants new additions to supplies in healthcare organizations. Priority should always be given to patient safety, patient satisfaction, and efficiency aligned with the organization’s vision, goals, and mission regarding equipment and resources for the day-to-day functioning healthcare units. With the above said, managers must balance the budget and the need for new equipment and resources. With the request of several new types of equipment from staff, the first thing this writer would do regarding the staff’s request is to look at the problems or issues the need for new equipment is causing and the rationales for the new equipment. Staff is the backbone of organizations, and as a manager, one must take staff’s requests into consideration and feedback from staff.
The next step is to prioritize the equipment into categories from the least to the most important. The third step is to look at the department’s budget to see if the request for new equipment can be accommodated or the budget can be adjusted to reflect the new request based on past reports and new projections. As the textbook states, budgets are essential in managing healthcare resources and have three primary functions of monitoring, investigation, and control (Penner, 2017). After gathering the data needed to decide on the purchase of new equipment, this writer would have a staff meeting to discuss findings and the way forward with the decisions. Plans would also be made regarding future purchases of the lesser priority equipment, with follow-ups and staff updates through staff meetings.
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To my understanding, health care regulation refers to the set of rules and guidelines that govern the delivery and administration of health care services. These regulations are put in place by governments and regulatory bodies to ensure that health care providers meet certain standards of quality, safety, and ethical conduct. The primary goal of health care regulation is to protect the well-being and rights of patients.
One significant cost related to health care regulation is financial. Compliance with regulations often requires health care providers to invest in infrastructure, technology, training, and administrative staff (Leger, 2021). These costs can be burdensome for smaller providers or those operating in underserved areas, potentially leading to higher prices for patients.
The impact of health care regulation is far-reaching as it affects various stakeholders within the system. Patients are directly affected by regulations as they determine the quality and safety of their healthcare experience. Providers must comply with these regulations which can impact their ability to deliver timely and affordable care while also affecting their financial viability (Leger, 2021).
Health care regulation plays a crucial role in ensuring patient safety and maintaining standards within the healthcare industry. However, it also comes with costs such as financial burdens on providers. It is essential for policymakers to strike a balance between necessary oversight and avoiding excessive regulatory burden in order to achieve optimal outcomes for both patients and healthcare providers.
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