Policy and Organizational Behavior

Running Head: EVIDENCE-BASED RESOURCING PLAN 1

EVIDENCE-BASED RESOURCING PLAN 7

Heart Failure Clinic Resourcing Plan

Samantha M. Tallarine

Capella University

Nursing Leadership & Management

April, 2019

Introduction

The major cause of causes of patient disability across most parts of the world is a chronic disease. Therefore, most individuals usually seek medical care and are responsible for more than seventy-five percent of the aggregate spending in healthcare. Congestive heart failure (CHF), one of the most serious ailments, is a result of the failure of the heart to pump sufficient oxygen as well as blood to various parts of the body. More than 14 billion people across the world suffer from heart problems, and heart failure causes more than 60,000 deaths annually. Additionally, congestive heart failure costs nations like the United States, for instance, approximately $35 billion within one year (Hogle, 2016). This paper is intended to seek the best strategies that can help in the development of a budget plan, which will help in the establishment of an effective heart failure clinic.

Resourcing Healthcare Services

It is exigent for healthcare service provider administrators to work behind closed doors to ensure that the welfare, as well as the financial security of the healthcare facilities meets the standards that are required. This clearly shows that healthcare facility administrators have to identify all the factors which if not well facilitated within the budget plan for the clinic may result in a financial crisis for the institution. Therefore, the business plan for the healthcare facility should be able to identify all the categories as well as the subcategories of the budget which are important or essential to be able to set up an effective heart failure clinic.

Labor Costs

According to the Center for Disease Control (CDC), staff benefits, as well as wages, engross up to approximately 60 to 70 percent of healthcare facility expenditures. Likewise, labor costs from other sources consumed approximately twelve percent of the healthcare expenditures. The American Hospital Association put into consideration assumptions for the above-stated figures. The major assumption is that in any service-based business providing healthcare services, human capital is the most important type of capital which is used daily. This clearly shows that the clinic should be able to give an approximation of the expenditure from labor; it should also be able to cater for all the expenditure, which results from labor (Roman, 2016).

Insurance Billing

The is also another component of the healthcare business plan which is very crucial; most healthcare facility revenue is usually earned from insurance services which are billed on patients upon seeking health care services from the hospital. It is therefore sufficient to say that the heart failure clinic billing will come from various sources, which will vary from private insurance companies, or Medicare and Medicaid, depending on which population we are dealing with. Regarding the impoverished patients, the health care facility management should organize for them to seek healthcare services from the county or government healthcare facilities. The clinic should also look into creating funds for those patients whom do not have insurance or means to pay for the clinics resources, because the goal of the clinic is to provide care to all patients regardless of their financial situation. That being said, it may be possible to have some of the supporting cardiologists that are part of the staff willing to donate their time pro-bono.

Capital Expenses and Supplies

The hospital expenditure is partially consumed by the supplies; the total supplies may consume 30 to 40 percent of the total expenditure in the healthcare facility. Generally, in a healthcare service business, the supplies are the ones which are required for the purpose of providing sufficient healthcare service to the patients. The funds to cater for all the supplies in the medical care facility are supposed to come from the billings earned from the services provided to the patients. Since the clinic is at the first stages of set-up, the construction process will require huge capital expenditures and hence the facility might require donations from relevant sources such as the county government; the donations will be used to cater to the equipment needs as well as any other emergent expenditure (Hsieh, 2017).

Contingency Funds/Liability Costs

Bearing the fact that we live in a contentious society, the healthcare facility will probably have to protect itself in case of legal confrontations. Errors in patient care or any other operations within the healthcare facility cannot be ruled out. Hence, it is very crucial to undertake contingency measures in the process of setting up the facility. As a result, the clinic would be smart to set up or establish professional liability insurance for themselves and their employees (Araujo, 2015). An example of the contingency fund is the start-up expenses; these expenses for the clinic can be divided into two major categories; equipment purchase, which will require approximately $16,000, and site renovation, which will cost approximately $5,000. These are among the major stages of the start-up process; the total expenditure will be approximately $21,000.

Legal and Professional Standards

The most important thing to do when helping patients is to ensure that you adhere to medical procedures which are outlined. The nurses should not only assess every patient on a personal basis but should also surrender a portion of the control of the treatment to the patient's capacity as well as readiness to self-screen. This will play a hand in helping to reduce the cost of the provision of outpatient services. It will also ensure that the patient has a sense of autonomy in their own plan of care, and can help to motivate them to care for themselves when they are outpatient.

An emotionally intelligent leader would be optimal for the clinic. “Emotionally intelligent leaders are sensitive to their own and their followers’ well-being, feelings and emotional health, and they develop effective personal relationships while directing followers to common work goals” (Cope & Murray, 2017). This would allow the leaders of the clinic to inspire their employees to do their best work, and connect with the patients on a personal level. In forming these relationships with the patients, it can help motivate them, and can help to ensure that there are no re-admissions, not only within 30 days, but for much longer.

Conclusion

In conclusion, there are many different aspects that will go into creating the budget for the heart failure clinic. First and foremost, the budget for the actual office space will obviously come into play. From there, the cost of supplies and actual medical staff will be the majority of the budget. In ensuring adequate staffing ratios, and that the clinic is fully stocked, we can make our patients feel individualized care, and help them to heal efficiently. Most of the patients who are not insured usually fear the doctor's office as a result of the expenses they may incur, but by providing a pro-bono fund we can help those who are in the most need. This will allow us to help patients from all financial backgrounds. Therefore, healthcare professionals in the clinic need to be educated enough to help them understand the cost of an office visit about the cost of pharmaceuticals, laboratory testing, diagnostic radiology as well as an emergency room visit if it is needed.

The people with the most accountability for this project are the upper management employees, especially the nursing staff. Since nurses will predominantly run the clinic, it is their responsibility to ensure patients are not being re-admitted within 30 days, and that they are thriving on an outpatient basis. In order to measure the success of the clinic there needs to be a tracking system in place for patients, and there needs to be a survey system set up so that we can hear feedback from patients once they are discharged about what we can improve for them.

Resources

Cope, V., & Murray, M. (2017). Leadership styles in nursing. Nursing Standard (2014+), 31(43), 61. doi:http://dx.doi.org.library.capella.edu/10.7748/ns.2017.e10836

Glied, S., Ma, S., & Solis-Roman, C. (2016). Where the money goes: The evolving expenses of the US health care system. Health Affairs, 35(7), 1197-1203.

Hogle, L. F. (2016). Data-intensive resourcing in healthcare. BioSocieties, 11(3), 372-393.

Łyszczarz, B. (2018). Indirect costs and public finance consequences of heart failure in poland, 2012–2015. BMC Public Health, 18 doi:http://dx.doi.org.library.capella.edu/10.1186/s12889-018-6034-0

McPake, B., Squires, A., Agya, M., & Araujo, E. (2015). The economics of health professional education and careers: insights from a literature review. The World Bank.

Sloan, F. A., & Hsieh, C. R. (2017). Health economics. MIT Press.