MANAGING HEALTH RESOURCES: A FOUNDATION WORKSHOP GETTING STARTED - - PDF document
MANAGING HEALTH RESOURCES: A FOUNDATION WORKSHOP GETTING STARTED Acknowledgement of Country and Elders Acknowledgement of Carers Housekeeping NSW Health CORE values: - Collaboration - Openness - Respect - Empowerment 1
WORKSHOP
TOPIC DURATION
Introduction and goal setting 15 minutes Finance basics Activity 1 – Finance terminology Activity 2 – Principles of resource management 1 hour and 15 minutes Optional Topics 40 minutes Morning/afternoon tea 15 minutes Learning activities 1 hour 20 minutes Wrap up 15 minutes Close Total 4 hours
past few decades
central to service provision in the future
services until June 2020
ABF: Activity Based Funding Non-Admitted: eg Outpatient; Community Clinic Sub & Non-Acute Admitted: eg Rehab; Palliative Block Funding: ie. Not Activity Based Funding Interim Funding Model: eg Commonwealth contribution to the cost of Chemotherapy TTR: Teaching, Training and Research RACS: Refugee Advice and Casework Pillars: eg HETI; NSW Cancer Institute; NSW Bureau of Health Information
Read Sally’s case study. We will then look at her cost centre’s financial report together.
Categories are high level totals of individual “line- items.” For example, the expense category called Goods & Services might comprise the line items:
The first figures we look at are the figures for the month just ended – in this example, the month just ended is September. If we do this while our memory
in the month is still fresh, it is easier to recall and explain the unexpected events that caused the variances. The actual expenses and revenues for the same month of the previous year are often listed. This allows a useful comparison with the month just ended.
We were overspent on Goods and Services (G&S) in the month of September by $3,077, which is roughly 11% of the budgeted figure of $23,073. However, this 87% unfavourable variance on G&S for the three months to date shows that the
is not just a on-off, but is part of a significant trend. To help us to understand whether a variance in the month is just a one-off or part of a trend, the Year To Date (YTD) figures are useful.
Part 2: Review the budget then, working in your group, answer the questions in the table Part 3: Working in your groups, match the line items to the categories
What are some practical ways to implement these principles?
To help you consider this question it is worth first having a look at the table summarising the suggested solutions to staffing challenges and workforce issues developed for Emergency Departments…
they have transferred to another department, but their wages continue to be allocated against their original cost centre)
time off; leading to the need to cover their shifts with agency or casual staff
To calculate these costs:
Remember cost is only one of the factors we need to consider. Other factors must include:
Question 1 If a member of your team suddenly needed leave for a week, how would you cover their workload? What if they needed indefinite leave – how might that change your approach? What if you were the one who needed leave? Question 2 What challenges (if any) have you had with maintaining adequate staffing numbers in the last year? Are there any trends? Question 3 How could you delegate responsibilities and give junior staff
This activity will share NSW Health examples of cost saving through changing the way stock and supplies are managed.
SWOT analysis:
Strengths:
Weaknesses:
Opportunities:
agreed best practice?
Threats:
and implementation of change?
Read the case study and apply the SWOT analysis tool “I have recently started a new role as a Nurse Unit Manager (NUM) in the Emergency Department (ED) at my hospital. Within our ED we have 15 cardiac monitors: 12 fixed and 3 mobile. All are Philips brand monitors. We have been ordering consumables for these cardiac monitors from the NSW Health stores warehouse (e.g. blood pressure cuffs). For each order they will send items that fit within our advised description, but may be from different companies. These differences in consumables can lead to challenges when they are connected to the equipment. For example, there are three types of blood pressure cuff connections depending on which company supplies them. The rubber tubing attached to the cuffs varies in diameter and sometimes has to be cut and reattached so that the cuffs will fit. This mismatching of consumables to monitors can compromise patient safety because the readings produced may be inaccurate. The treatments and medications given to the patient may therefore be inaccurate.”
Outcome: To address this problem I called Philips and asked the local representative for our area to visit the hospital. He identified mismatches for blood pressure cuffs, oxygen saturation probes and tubing for both adults and paediatrics. I received the following information on the unit costs if we purchased consumables directly from Philips:
By comparison the costs from the NSW Health warehouse were:
We have 15 monitors and wear and tear means we purchase new cuffs for each monitor every 4 months.”
“We realised that if we moved the printer closer to the reception desk, we didn’t have to spend so much time walking to and fro and could answer calls easier.” “Every time a new Junior Medical Officer came on board we needed to send a pager off-site to the supplier to be reset. By learning how to do this process in-house we made a huge cost saving.”
1. What are we doing that involves a lot of time? What processes take the longest for the least benefit? 2. What are we doing that involves a lot of people? 3. What are we doing that involves a lot of equipment or supplies; or very expensive equipment or supplies? 4. What are we doing that involves the most time from senior staff?
1. If you could make one process improvement to help your team work more efficiently, what would it be? 2. Who would you need to talk to before starting this process? Who would you need to consult during the process? 3. What factors might prevent you from implementing the change in your team?
And lastly…
ensure we get the best value from it
Management Development Team: Phone: 02 9844 6136 Email: HETI-Management@health.nsw.gov.au Website: www.heti.nsw.gov.au