What Is The Clinic's Current Weekly Workload

As an NP I would choose to take care of 24-patients-per-day and have 141,887 left

* The current amount of patients treated for liver transplant volume totaled 120 patients annually, with a reimbursement rate of $140,000, providing the hospital with the ability to handle 30 more patients before the fixed costs would increase. 120 +30= 150. This means that the hospital can sufficiently handle a

The economic cost for the clinic due to waiting times rise. By taking more time to process the patients, the clinic cannot reach its potential of seeing 108 patients. This of course results in less revenue. Currently the clinic operates at 74% capacity, resulting in a loss of 26% revenue.

3. How many operations could the hospital perform per day before running out of bed capacity? How well would the new resources be utilized relative to the current operations? Why?

Appropriate nurse staffing is a complex topic that has arisen as a nationwide healthcare issue within the profession of Registered Nurses (RN). To truly understand the concept of staffing one must understand that staffing and scheduling are often at times used interchangeably although Mensik (2014) noted a distinct difference between the two (p. 2). The American Nurse Association [ANA] (2012) has defined appropriate nurse staffing “as a match of registered nurse expertise with the needs of the recipient of nursing care services in the context of the practice setting and situation” (p. 6). Scheduling, in contrast, involves taking into account factors such as a unit’s historical census numbers along with anticipated surgical volumes

The most difficult items to project were patient visits because they are vital to the entire process since they dictate the electricity, salaries and wages, malpractice insurance, water, and supplies. It is not an easy task to guess how many patients will need to be seen since we do not know what the geographical location is of the clinic or what the year will bring in outbreaks or illnesses. How sick a patient is or what illnesses are prevalent during that time period is not something that the clinic can control. Also the clinic has been very understaffed the past couple years so with the hopefully influx in patients there would need to be an increase in administrative and medical staff. The items that would cause the most risk if mis-estimated would be malpractice insurance, salaries and wages, and number of visits. If they miscalculate the number of visits then this could hinder the other categories which would result in a possible shut down of clinic if not enough malpractice insurance is counted for and staff and personnel would leave if they were not being paid appropriately due to the miscalculation of patient visits.

If the professionals work well together the service for the service users will be efficient, as both of the professions can communicate effectively with each other. So therefore, this means that the treatment, planning of treatment or care for the individual will be enforced and provided with much better devotion. This also means the professionals can pass things through to each other and will be prompt, as appose to if they were not working well together then there would be delays on things such as results, x-rays, files/documentation, etc; so, it is compulsory for the professions to work well together. If they’re working well together both professions will be attentive during all times, as opposed to if they were not getting on, then the outcome of this would have been that they are appalling at their job and the professionals would be perceived as incompetent by the service user, etc. In addition to this, this also means the service user will feel very insecure, unsafe and would feel much more stressed or nervous as they may be conscious and cognisant about the fact that they can see and acknowledge that the professions are not communicating effectively enough, to give the service user the best form/quality of care. The service user might feel that they’d be safer elsewhere or with other members of the professional team (who will provide the service they are require).

Reassign the number of exam rooms to better optimize utilization and fulfill demand; MD cycle time is 19.4 minutes and NP cycle time is 32.8 minutes. Redirecting exam rooms to MD’s would also reduce the wait time for next available appointment thus improving patient satisfaction with wait time. For example,

The hospital utilizes its best to full capacity three days in a week, on the other hand, the doctors operate at the hospital five days in a week, and this implies the equation for the utilization of the beds will focus on two different perspectives.

Within the case, The Carbondale Clinic, it is apparent that a scheduling problem exists which has then resulted in patients being unsatisfied with the amount of time they must wait to be seen for his or her scheduled appointment with the physician. It is also evident that physicians prefer to have a full schedule without taking into consideration the possibility of emergencies that may arise throughout the day that will contribute to patients having to wait even longer. It is pertinent that the manager sits down with the staff to determine what is the most logical solution to help resolve the scheduling problem, taking into consideration what the physicians want along with ensuring patient satisfaction.

The Center for Human Development, Inc. in La Grande, Oregon, the location which serves as the WIC office for Union County, has set out to rectify this issue. There have been many questions asked when considering the downward trend of WIC participation for those eligible. Union County WIC coordinators decided that researching this issue might help answer some of these questions, as well as present ideas that might be useful for the future. The questions asked by the Union County WIC coordinators were written down by a public health intern and then formatted into a questionnaire that could be passed out to other WIC clinics throughout the state. The questionnaire was intended to assess other WIC clinics to see how they operate, as well as learn information about the different aspects of their practices that might help the Union County WIC increase utilization and maintenance.

First and foremost, if a hospital is suddenly lost all of its cardiovascular surgeons...heads will roll. However, if there are a major lost of service such as the cardiovascular surgeon...there will be a decrease in the volume due to the lost of services. Thus when the hospital have a reduce in the total volume it will also have a reduce in total cost. If the hospital is operating under statistics budget...in the long run, through the development or discontinuation of certain programs volume may be

When figuring out the costs for revenues you need to figure out how much the network will earn from all the scans done throughout the five year period. When configuring revenue associated with scans you need to look for total payments which are nineteen thousand and six hundred and ninety then multiple total payments by fifty weeks. This equals out to nine hundred and eighty four thousand and five hundred annually, then multiple the annual revenue by five years. The total scan revenue for five years comes out to four million and nine hundred and twenty two thousand and five hundred dollars. The next amount added to the revenues for the physician’s network is the amount the MRI machine can be salvaged for which are seven hundred and fifty thousand dollars. The next equation to configure is the total revenue costs. How you configure the total revenue costs is by adding the total scan revenues and the salvage costs, which equals out to five million and six hundred and seventy two thousand and five hundred dollars. The final equation is to figure out the net revenues of the MRI machine and that is to take the total revenues and subtract the total expenses for five years. The total revenue is five million and six hundred and seventy two thousand and five hundred and you then subtract the total expenses, which is

The hospital is currently utilizing 71.43% of their beds, this is actually an ideal operating point. To increase its rate of utilization might decrease the service quality.

Finally, the SST will need to analyze the amount of resources or assets available to serve demand (Langabeer, 2008). Quantitative data needed to measure capacity will include: the number of available beds and treatment rooms, the number of key providers and other staff available at each point of care between 6:00 p.m. and 10:00 p.m., and availability of key medical technologies and equipment. Examples of key medical equipment are diagnostic imaging, X-ray and laboratory equipment.