1<\/p>\n
BUDGET PROPOSAL<\/p>\n
BUDGET PROPOSAL<\/p>\n
EXAMPLE<\/p>\n
This budget proposal is based on the 20 bed Infirmary (acute care nursing unit) at Sing Sing Correctional Facility.<\/p>\n
Develop an operating expense budget for that nursing unit. <\/p>\n
STEPS IN THE OPERATING BUDGET PROCESS<\/p>\n
Identify the unit of service that will be the key workload measure for the budget<\/p>\n
Number of patients=20<\/p>\n
Calculate workload using the acuity system<\/p>\n
Determine the total nursing care requirements for the year and the number of hours of care needed per patient day<\/p>\n
Required Patient Care Hours<\/p>\n
Patient Classification<\/p>\n
Number of Pt. days<\/p>\n
X<\/p>\n
Average care Hrs. per 24-Hr. period<\/p>\n
=<\/p>\n
Total Unit Workload<\/p>\n
1<\/p>\n
1,900<\/p>\n
3.0<\/p>\n
5,700<\/p>\n
2<\/p>\n
2,600<\/p>\n
5.5<\/p>\n
14,300<\/p>\n
3<\/p>\n
1,400<\/p>\n
9.0<\/p>\n
12,600<\/p>\n
4<\/p>\n
800<\/p>\n
12.0<\/p>\n
9,600<\/p>\n
5<\/p>\n
300<\/p>\n
15.0<\/p>\n
4,500<\/p>\n
Total<\/p>\n
7,000<\/p>\n
33,700<\/p>\n
Determine staff requirements <\/p>\n
Calculate the average # of productive hrs. per FTE<\/p>\n
Productive Hrs.: 33,700<\/p>\n
Paid Hrs.: 42,125 <\/p>\n
(33,700\/42,125) x 100%= 80%<\/p>\n
Determine the # of FTE\u2019s needed<\/p>\n
2,080 pd. Hrs. x 80%= 1,664 productive hrs. per FTE<\/p>\n
33,700\/1,664= 20.25 FTE\u2019s<\/p>\n
Assign staff by type and shift<\/p>\n
Staff Type<\/p>\n
Staff Allocation<\/p>\n
10p-6a<\/p>\n
6a-2p<\/p>\n
2p-10p<\/p>\n
Total<\/p>\n
100%<\/p>\n
15%<\/p>\n
50%<\/p>\n
35%<\/p>\n
RN<\/p>\n
60%<\/p>\n
1.03<\/p>\n
3.45<\/p>\n
2.42<\/p>\n
6.9<\/p>\n
LPN<\/p>\n
40%<\/p>\n
.70<\/p>\n
2.3<\/p>\n
1.6<\/p>\n
4.6<\/p>\n
TOTAL<\/p>\n
1.73<\/p>\n
5.75<\/p>\n
4.02<\/p>\n
11.5<\/p>\n
33,700\/365 days= 92 hrs. care per day<\/p>\n
92\/8=11.5 shifts<\/p>\n
Convert staff and FTE\u2019s to positions<\/p>\n
Determine positions and how many days per year must be covered<\/p>\n
STAFF BY TYPE AND SHIFT<\/p>\n
STAFF TYPE<\/p>\n
10P-6A<\/p>\n
6A-2P<\/p>\n
2P-10P<\/p>\n
TOTAL<\/p>\n
FIXED STAFF<\/p>\n
NURSE ADMINISTRATOR<\/p>\n
0<\/p>\n
1.0<\/p>\n
0<\/p>\n
1.0<\/p>\n
MEDICAL RECORDS CLERK<\/p>\n
0<\/p>\n
1.0<\/p>\n
0<\/p>\n
1.0<\/p>\n
SUBTOTAL<\/p>\n
0<\/p>\n
2.0<\/p>\n
0<\/p>\n
2.0<\/p>\n
VARIABLE STAFF<\/p>\n
RN<\/p>\n
1<\/p>\n
4<\/p>\n
2<\/p>\n
7<\/p>\n
LPN<\/p>\n
1<\/p>\n
2<\/p>\n
2<\/p>\n
5<\/p>\n
SUBTOTAL<\/p>\n
2<\/p>\n
6<\/p>\n
4<\/p>\n
12<\/p>\n
TOTAL<\/p>\n
2<\/p>\n
8<\/p>\n
4<\/p>\n
14<\/p>\n
FTE\u2019s 20.25\/11.5=1.76 FTE\u2019s per shift<\/p>\n
FULL TIME EQUIVALENTS BY TYPE AND SHIFT<\/p>\n
STAFF TYPE<\/p>\n
10P-6A<\/p>\n
6A-2P<\/p>\n
2P-10P<\/p>\n
TOTAL<\/p>\n
FIXED STAFF<\/p>\n
NURSE ADMINISTRATOR<\/p>\n
0<\/p>\n
1.0<\/p>\n
0<\/p>\n
1.0<\/p>\n
MEDICAL RECORDS CLERK<\/p>\n
0<\/p>\n
1.0<\/p>\n
0<\/p>\n
1.0<\/p>\n
SUBTOTAL<\/p>\n
0<\/p>\n
2.0<\/p>\n
0<\/p>\n
2.0<\/p>\n
VARIABLE STAFF<\/p>\n
RN<\/p>\n
1.76<\/p>\n
7.04<\/p>\n
3.52<\/p>\n
12.32<\/p>\n
LPN<\/p>\n
1.76<\/p>\n
3.52<\/p>\n
3.52<\/p>\n
8.8<\/p>\n
SUBTOTAL<\/p>\n
3.52<\/p>\n
10.56<\/p>\n
7.04<\/p>\n
21.12<\/p>\n
TOTAL<\/p>\n
3.52<\/p>\n
12.56<\/p>\n
7.04<\/p>\n
23.12<\/p>\n
Determine straight time and overtime needs<\/p>\n
FULL TIME EQUIVALENTS DIVIDED BY STRAIGHT TIME AND OVERTIME<\/p>\n
10P-6A<\/p>\n
6A-2P<\/p>\n
2P-10P<\/p>\n
TOTAL<\/p>\n
STAFF TYPE<\/p>\n
ST<\/p>\n
OT<\/p>\n
TOTAL<\/p>\n
ST<\/p>\n
OT<\/p>\n
TOTAL<\/p>\n
ST<\/p>\n
OT<\/p>\n
TOTAL<\/p>\n
ST<\/p>\n
OT<\/p>\n
TOTAL<\/p>\n
FIXED STAFF<\/p>\n
NURSE ADM.<\/p>\n
0<\/p>\n
0<\/p>\n
1.0<\/p>\n
1.0<\/p>\n
0<\/p>\n
0<\/p>\n
1.0<\/p>\n
1.0<\/p>\n
M.R. CLERK<\/p>\n
0<\/p>\n
0<\/p>\n
1.0<\/p>\n
1.0<\/p>\n
0<\/p>\n
0<\/p>\n
1.0<\/p>\n
1.0<\/p>\n
SUBTOTAL<\/p>\n
0<\/p>\n
0<\/p>\n
2.0<\/p>\n
2.0<\/p>\n
0<\/p>\n
0<\/p>\n
2.0<\/p>\n
2.0<\/p>\n
VARIABLE STAFF<\/p>\n
RN<\/p>\n
1.5<\/p>\n
.26<\/p>\n
1.76<\/p>\n
7<\/p>\n
.04<\/p>\n
7.04<\/p>\n
3.5<\/p>\n
.02<\/p>\n
3.52<\/p>\n
12<\/p>\n
.32<\/p>\n
12.32<\/p>\n
LPN<\/p>\n
1.5<\/p>\n
.26<\/p>\n
1.76<\/p>\n
3.5<\/p>\n
.02<\/p>\n
3.52<\/p>\n
3.5<\/p>\n
.02<\/p>\n
3.52<\/p>\n
8.5<\/p>\n
.03<\/p>\n
8.8<\/p>\n
SUBTOTAL<\/p>\n
3.0<\/p>\n
.52<\/p>\n
3.52<\/p>\n
10.5<\/p>\n
.06<\/p>\n
10.56<\/p>\n
7.0<\/p>\n
.02<\/p>\n
7.02<\/p>\n
20.5<\/p>\n
.35<\/p>\n
20.85<\/p>\n
TOTAL<\/p>\n
3.0<\/p>\n
.52<\/p>\n
3.52<\/p>\n
12.5<\/p>\n
.06<\/p>\n
12.56<\/p>\n
7.0<\/p>\n
.02<\/p>\n
7.02<\/p>\n
22.5<\/p>\n
.35<\/p>\n
22.85<\/p>\n
Determine # of positions and the full time and PT employees needed to fill them<\/p>\n
POSITIONS AND HOURS BUDGET<\/p>\n
Position Title<\/p>\n
Shift<\/p>\n
# of positions<\/p>\n
ST FTE\u2019s<\/p>\n
ST Hrs.<\/p>\n
OT FTE\u2019s<\/p>\n
OT hrs.<\/p>\n
Total FTE\u2019s<\/p>\n
Total Hours<\/p>\n
Fixed Staff:<\/p>\n
Nurse Admin.<\/p>\n
7a-3p<\/p>\n
1<\/p>\n
1.0<\/p>\n
2,080<\/p>\n
0 0<\/p>\n
1.0<\/p>\n
2,080<\/p>\n
M.R. Clerk<\/p>\n
7a-3p<\/p>\n
1<\/p>\n
1.0<\/p>\n
2,080<\/p>\n
0<\/p>\n
0<\/p>\n
1.0<\/p>\n
2,080<\/p>\n
SUBTOTAL<\/p>\n
2<\/p>\n
2.0<\/p>\n
4,160<\/p>\n
0<\/p>\n
0<\/p>\n
2.0<\/p>\n
4,160<\/p>\n
Variable Staff:<\/p>\n
RN FT<\/p>\n
10P-6A<\/p>\n
1<\/p>\n
1.0<\/p>\n
2,080<\/p>\n
.26<\/p>\n
541<\/p>\n
1.26<\/p>\n
2,621<\/p>\n
RN PT<\/p>\n
10P-6A<\/p>\n
1<\/p>\n
.5<\/p>\n
1,040<\/p>\n
0<\/p>\n
0<\/p>\n
.5<\/p>\n
1,040<\/p>\n
RN FT<\/p>\n
6A-2P<\/p>\n
6<\/p>\n
6.0<\/p>\n
12,480<\/p>\n
.04<\/p>\n
83<\/p>\n
6.04<\/p>\n
12,563<\/p>\n
RN PT<\/p>\n
6A-2P<\/p>\n
2<\/p>\n
1.0<\/p>\n
2,080<\/p>\n
0<\/p>\n
0<\/p>\n
1.0<\/p>\n
2,080<\/p>\n
RN FT<\/p>\n
2P-10P<\/p>\n
2<\/p>\n
2.0<\/p>\n
4,160<\/p>\n
.02<\/p>\n
42<\/p>\n
2.02<\/p>\n
4,202<\/p>\n
RN PT<\/p>\n
2P-10P<\/p>\n
2<\/p>\n
1.5<\/p>\n
3,120<\/p>\n
0<\/p>\n
0<\/p>\n
1.5<\/p>\n
3,120<\/p>\n
LPN FT<\/p>\n
10P-6A<\/p>\n
1<\/p>\n
1.0<\/p>\n
2,080<\/p>\n
.26<\/p>\n
541<\/p>\n
1.26<\/p>\n
2,621<\/p>\n
LPN PT<\/p>\n
10P-6A<\/p>\n
1<\/p>\n
.5<\/p>\n
1,040<\/p>\n
0<\/p>\n
0<\/p>\n
.5<\/p>\n
1,040<\/p>\n
LPN FT<\/p>\n
6A-2P<\/p>\n
3<\/p>\n
2.0<\/p>\n
4,160<\/p>\n
.02<\/p>\n
42<\/p>\n
2.02<\/p>\n
4,202<\/p>\n
LPN PT<\/p>\n
6A-2P<\/p>\n
2<\/p>\n
1.5<\/p>\n
3,120<\/p>\n
0<\/p>\n
0<\/p>\n
1.5<\/p>\n
3,120<\/p>\n
LPN FT<\/p>\n
2P-10P<\/p>\n
2<\/p>\n
2.0<\/p>\n
4,160<\/p>\n
.02<\/p>\n
42<\/p>\n
2.02<\/p>\n
4,202<\/p>\n
LPN PT<\/p>\n
2P-10P<\/p>\n
2<\/p>\n
1.5<\/p>\n
3,120<\/p>\n
0<\/p>\n
0<\/p>\n
1.5<\/p>\n
3,120<\/p>\n
SUBTOTAL<\/p>\n
25<\/p>\n
20.5<\/p>\n
42,640<\/p>\n
.62<\/p>\n
1,291<\/p>\n
21.12<\/p>\n
43,931<\/p>\n
TOTAL<\/p>\n
27<\/p>\n
22.5<\/p>\n
46,800<\/p>\n
.62<\/p>\n
1,291<\/p>\n
23.12<\/p>\n
48,091<\/p>\n
Calculate labor costs, including shift differentials and OT<\/p>\n
PERSONNEL COST BUDGET<\/p>\n
COLUMN<\/p>\n
A<\/p>\n
B<\/p>\n
C<\/p>\n
D<\/p>\n
E<\/p>\n
F<\/p>\n
G<\/p>\n
H I <\/p>\n
Position Title<\/p>\n
Shift<\/p>\n
ST hours<\/p>\n
Average Rate<\/p>\n
Shift<\/p>\n
Premium<\/p>\n
Total ST Rate (B+C)<\/p>\n
Total ST $<\/p>\n
(A x D)<\/p>\n
OT<\/p>\n
Hours<\/p>\n
OT Rate<\/p>\n
(Dx1.5)<\/p>\n
Total<\/p>\n
OT$<\/p>\n
(F x G)<\/p>\n
Total$<\/p>\n
(E+H)<\/p>\n
Fixed Staff<\/p>\n
Nurse Adm.<\/p>\n
7a-3p<\/p>\n
2,080<\/p>\n
$40.00<\/p>\n
$0.00<\/p>\n
$40.00<\/p>\n
$83,200<\/p>\n
0<\/p>\n
N\/A<\/p>\n
$0.00<\/p>\n
$83,200 <\/p>\n
M.R. Clerk<\/p>\n
7a-3p<\/p>\n
2,080<\/p>\n
15.00<\/p>\n
0.00<\/p>\n
$15.00<\/p>\n
31,200<\/p>\n
0<\/p>\n
N\/A<\/p>\n
0.00<\/p>\n
31,200<\/p>\n
Subtotal<\/p>\n
4,160<\/p>\n
$114,400<\/p>\n
0<\/p>\n
0.00<\/p>\n
$114,400<\/p>\n
Variable staff<\/p>\n
RN FT<\/p>\n
10p-6a<\/p>\n
2,080<\/p>\n
$33.00<\/p>\n
$3.00<\/p>\n
$36.00<\/p>\n
$74,880<\/p>\n
541<\/p>\n
$54.00<\/p>\n
$29,214<\/p>\n
$104,094<\/p>\n
RN PT<\/p>\n
10p-6a<\/p>\n
1,040<\/p>\n
34.00<\/p>\n
3.00<\/p>\n
37.00<\/p>\n
38,480<\/p>\n
0<\/p>\n
55.50<\/p>\n
0<\/p>\n
38,480<\/p>\n
RN FT<\/p>\n
6a-2p<\/p>\n
12,480<\/p>\n
33.00<\/p>\n
0.00<\/p>\n
33.00<\/p>\n
411,840<\/p>\n
83<\/p>\n
49.50<\/p>\n
4,108.50<\/p>\n
415,948.50<\/p>\n
RN PT<\/p>\n
6a-2p<\/p>\n
2,080<\/p>\n
34.00<\/p>\n
0.00<\/p>\n
34.00<\/p>\n
70,720<\/p>\n
0<\/p>\n
51.00<\/p>\n
0<\/p>\n
70,720<\/p>\n
RN FT<\/p>\n
2p-10p<\/p>\n
4,160<\/p>\n
33.00<\/p>\n
2.00<\/p>\n
35.00<\/p>\n
145,600<\/p>\n
42<\/p>\n
52.50<\/p>\n
2,205<\/p>\n
147,805<\/p>\n
RN PT<\/p>\n
2p-10p<\/p>\n
3,120<\/p>\n
34.00<\/p>\n
2.00<\/p>\n
36.00<\/p>\n
112,320<\/p>\n
0<\/p>\n
54.00<\/p>\n
0<\/p>\n
112,320<\/p>\n
LPN FT<\/p>\n
10p-6a<\/p>\n
2,080<\/p>\n
18.00<\/p>\n
3.00<\/p>\n
21.00<\/p>\n
43,680<\/p>\n
541<\/p>\n
31.50<\/p>\n
17,041.50<\/p>\n
60,721.50<\/p>\n
LPN PT<\/p>\n
10p-6a<\/p>\n
1,040<\/p>\n
19.00<\/p>\n
3.00<\/p>\n
22.00<\/p>\n
22,880<\/p>\n
0<\/p>\n
33.00<\/p>\n
0<\/p>\n
22,880<\/p>\n
LPN FT<\/p>\n
6a-2p<\/p>\n
4,160<\/p>\n
18.00<\/p>\n
0.00<\/p>\n
18.00<\/p>\n
74,880<\/p>\n
42<\/p>\n
27.00<\/p>\n
1,134<\/p>\n
76,014<\/p>\n
LPN PT<\/p>\n
6a-2p<\/p>\n
3,120<\/p>\n
19.00<\/p>\n
0.00<\/p>\n
19.00<\/p>\n
59,280<\/p>\n
0<\/p>\n
28.50<\/p>\n
0<\/p>\n
59,280<\/p>\n
LPN FT<\/p>\n
2p-10p<\/p>\n
4,160<\/p>\n
18.00<\/p>\n
2.00<\/p>\n
20.00<\/p>\n
83,200<\/p>\n
42<\/p>\n
30.00<\/p>\n
1,260<\/p>\n
84,460<\/p>\n
LPN PT<\/p>\n
2p-10p<\/p>\n
3,120<\/p>\n
19.00<\/p>\n
2.00<\/p>\n
21.00<\/p>\n
65,520<\/p>\n
0<\/p>\n
31.50<\/p>\n
0<\/p>\n
65,520<\/p>\n
Subtotal<\/p>\n
42,640<\/p>\n
$1,203,280<\/p>\n
1,291<\/p>\n
$54,963<\/p>\n
$1,258,243<\/p>\n
Total<\/p>\n
46,800<\/p>\n
$1,317,680<\/p>\n
1,291<\/p>\n
$54,963<\/p>\n
$1,372,643<\/p>\n
Submit a detailed personnel cost and supply budget for 2021 in an Excel spreadsheet format.\u00a0<\/p>\n
See attached EXCEL spreadsheet<\/p>\n
Provide the supporting documentation for the numbers derived in the budget <\/p>\n
See above<\/p>\n
Write an overview regarding the types of patients seen on the unit, top 5 DRGS (or HHRG’s if Home Care), severity of patient illness, average length of stay, per cent unit occupancy and model of care delivery. <\/p>\n
Diagnosis Related Groups (DRG\u2019s) is a system that categorizes patients into specific groups based on their medical conditions and other characteristics, such as age, and type of surgery. Payment is fixed and not dependent on treatment. They type of patients seen in Sing Sing infirmary have acute medical diagnosis such as recovery from viral illnesses, s\/p recovery from assaults, asthma exacerbations, diabetic monitoring, s\/p surgery, s\/p chemotherapy, or they could be waiting for placement in a facility that better suites their needs. The average length of stay varies from 3 days to a few months, depending on treatment needs. If long term therapy is needed, we would look to transfer to another facility. The unit census varies on seasons, mood of the facility (h\/o gang violence), and the age of transfers into the facility (older patients typically have more comorbidities). The Infirmary is based on med-surg experience. LPN\u2019s deliver medication and assist RN\u2019s. RN\u2019s assess patient\u2019s, transcribe MD orders, admit and discharge patient\u2019s and are responsible for charting. <\/p>\n
Provide the financial justification for the cost of the delivery of nursing care.\u00a0 <\/p>\n
Nursing care is the foundation on which the service is based on. Licensed personnel, medical supplies and supporting staff are essential to provide the service. <\/p>\n
What is the budgeted unit census, HPPD, skill mix, RN to patient ratio in the budget you developed? <\/p>\n
See staff by type and shift<\/p>\n
The budget is based on 20 patients, the unit would have to be staffed whether there was one patient or 20. Acuity varies according to patient care needed, and LPN and RN skills are defined by their license. <\/p>\n
How do you assure that the budget is flexible enough to meet the nursing care delivery needs of the patients?<\/p>\n
Managers must understand how staff uses their time, and look for unaccounted factors in the existing budget. This will help forecast and plan future budgets. <\/p>\n
References<\/p>\n
Finkler, S., Jones, C., & Kovner, C. (2013). Financial management for nurse managers and executives. Elsevier Saunders, St. Louis, MO.<\/p>\n","protected":false},"excerpt":{"rendered":"
1 BUDGET PROPOSAL BUDGET PROPOSAL EXAMPLE This budget proposal is based on the 20 bed Infirmary (acute care nursing unit) at Sing Sing Correctional Facility. Develop an operating expense budget for that nursing unit. STEPS IN THE OPERATING BUDGET PROCESS Identify the unit of service that will be the key workload measure for the budget […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[10],"class_list":["post-97758","post","type-post","status-publish","format-standard","hentry","category-research-paper-writing","tag-writing"],"_links":{"self":[{"href":"https:\/\/papersspot.com\/blog\/wp-json\/wp\/v2\/posts\/97758","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/papersspot.com\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/papersspot.com\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/papersspot.com\/blog\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/papersspot.com\/blog\/wp-json\/wp\/v2\/comments?post=97758"}],"version-history":[{"count":0,"href":"https:\/\/papersspot.com\/blog\/wp-json\/wp\/v2\/posts\/97758\/revisions"}],"wp:attachment":[{"href":"https:\/\/papersspot.com\/blog\/wp-json\/wp\/v2\/media?parent=97758"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/papersspot.com\/blog\/wp-json\/wp\/v2\/categories?post=97758"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/papersspot.com\/blog\/wp-json\/wp\/v2\/tags?post=97758"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}