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NURS FPX 6216 Assessment 4 Preparing and Managing a Capital Budget

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  • NURS FPX 6216 Assessment 4

Preparing and Managing a Capital Budget

Preparing and managing a capital budget is essential in any organization, particularly within healthcare institutions like St. Anthony’s Medical Center (SAMC). It requires a comprehensive understanding of the organization’s financial landscape alongside a detailed analysis of its present and future needs (Gamessa et al., 2022). This process becomes even more critical when considering significant expenditures, such as capital acquisitions, which can substantially impact financial health. This assessment examines the planning and management of SAMC’s capital budget, focusing on NURS FPX 6216 Assessment 4, renovating and expanding a 35-bed floor, staffing considerations, and acquiring new medical equipment.

Capital Acquisition

Expanding Healthcare Capacity

SAMC has prioritized a capital acquisition plan for fiscal year 2023 to address the growing demand for healthcare services. Central to this plan is expanding an existing 35-bed floor, providing additional patient rooms. This development aims to reduce wait times, enhance patient satisfaction, and increase revenue.

Investing in Advanced Medical Equipment

In addition to the physical expansion, SAMC plans to acquire state-of-the-art medical tools, including diagnostic devices, patient monitoring systems, and an upgraded electronic health records system. These investments are designed to boost operational efficiency and improve care quality, reflecting SAMC’s commitment to innovation and excellence in healthcare (Mansour & Nogues, 2022).

Key Assumptions

  • New medical equipment will enhance patient care and positively influence revenue streams.
  • Project costs, including construction and equipment, will remain within the allocated budget.
  • All equipment will be operational within the established timeline.

Justification of Capital Acquisition

Supporting Staff Well-being

A standout feature of the plan is the renovation of the nurse’s lounge. Creating a comfortable space for staff to recharge will help reduce stress and burnout, enabling nurses to deliver better patient care. This aligns with SAMC’s mission to prioritize employee well-being alongside patient care (Morrow et al., 2023).

Long-term Organizational Benefits

The nurse’s lounge renovation is expected to yield measurable benefits, such as improved staff retention, lower turnover costs, and higher patient satisfaction rates. Presenting these benefits effectively to executive leaders, alongside potential alternative funding sources, is critical for gaining approval (Brunt & Bogdan, 2022).

Weighing Alternatives

Renovating the lounge is not without challenges, such as budget constraints and competing priorities. While these concerns are valid, alternative approaches, like flexible work schedules or targeted training programs, may also address staff well-being without incurring high costs.

Capital Budget Overview

The capital budget serves as a roadmap for SAMC’s financial planning. It outlines projected costs for significant investments, including facility expansions and equipment purchases. A detailed breakdown of FY 2022 spending and FY 2023 projections highlights how funds will be allocated to meet strategic goals.

Items

Cost for FY 2022

Budget for FY 2023

Salaries and Wages

$32,457,012

($2,452,908)

Employee Benefits

$4,052,257

($1,447,743)

Professional Fees

$457,850

($42,150)

Supplies

$12,158,045

($341,955)

Utilities

$42,860

($2,140)

Contingency

$38,252

($1,748)

Insurance

$207,321

($17,321)

License and Taxes

$50,125

($1,875)

Other Direct Expenses

$995,954

($204,046)

Total Operating Expenses

$55,426,098

($7,073,902)

Total Patient Services   Revenue

$57,246,785

($9,753,215)

Table 1: Capital Budget St. Anthony’s Medical Center (Capella University, n.d.)

Calculating Costs

Cost calculation involves identifying all expenses related to the capital acquisition plan, from construction and equipment to professional fees. SAMC employs a bottom-up approach, estimating costs for individual project components and aggregating them to arrive at a total. This method ensures greater accuracy, especially for high-value items like medical equipment (Ricci de Araújo et al., 2021).

Potential Issues:

  • Vendor bias in equipment cost estimates.
  • Reliance on outdated data for professional fee projections.

Mitigating these issues involves using competitive bidding to gather reliable quotes and revisiting historical cost data for accuracy.

Budget Management Plan

Collaboration and Oversight

Effective budget management demands collaboration across departments, including financial staff and budget committees. Regular meetings and open communication allow SAMC to align the budget with its strategic goals and identify areas for improvement (Alzghaibi et al., 2022).

Cost Management

Key strategies include:

  • Cost-reduction initiatives: Streamlining processes and optimizing resource use.
  • Supplier negotiations: Securing better deals for equipment and services.
  • Budget monitoring: Tracking deviations to enable timely corrective actions.

Proactive management ensures SAMC’s capital budget remains on track, safeguarding financial stability in line with NURS FPX 6216 Assessment 4 objectives.

Financial Implications

While the proposed renovations and acquisitions require significant investment, they are expected to yield long-term benefits. Enhanced care quality, reduced patient wait times, and increased revenue contribute to SAMC’s mission of excellence in healthcare.

Managing Depreciation

Consideration of asset depreciation is crucial for evaluating the financial impact over time. Regular assessments ensure that the hospital maintains a healthy balance sheet while planning for future needs (Witvorapong et al., 2022).

Addressing Uncertainty

Uncertainties surrounding cost overruns, external market factors, and unanticipated operational expenses remain challenging. A thorough cost-benefit analysis is essential to refine projections and mitigate risks, ensuring the successful execution of the NURS FPX 6216 Assessment 4 capital budget plan.

Conclusion

SAMC’s capital acquisition plan demonstrates a thoughtful approach to addressing community healthcare needs. Expanding the 35-bed floor and upgrading medical equipment is vital to improving care quality, patient satisfaction, and financial stability. By carefully managing resources, addressing uncertainties, and prioritizing staff well-being, SAMC is well-positioned to achieve its strategic goals under the framework of NURS FPX 6216 Assessment 4 Preparing and Managing a Capital Budget.

Read more NURS FPX 6216 Assessment 3 Budget Negotiations and Communication about for complete information about this class.

References

Alzghaibi, H., Mughal, Y. H., Alkhamees, M., Alasqah, I., Alhlayl, A. S., Alwheeb, M. H., & Alrehiely, M. (2022). The impact of financial resources on implementation of large-scale electronic health records in Saudi Arabia’s primary healthcare centers: Mixed methods. Frontiers in Public Health, 10. https://doi.org/10.3389/fpubh.2022.1037675 

Bowblis, J. R. (2022). The need for an economically feasible nursing home staffing regulation: Evaluating an acuity-based nursing staff benchmark. Innovation in Aging, 6(4). https://doi.org/10.1093/geroni/igac017 

Brunt, B. A., & Bogdan, B. A. (2022, November 27). Nursing professional development leadership. Retrieved from Nih.gov website: https://www.ncbi.nlm.nih.gov/books/NBK519064/ 

Capella University, (n.d.). Vila Health: Developing an operating budget. https://media.capella.edu/CourseMedia/nurs-fpx6216element236949/wrapper.asp?sso=true

Gamessa, T. W., Abebe, S. T., Abate, L. D., Abo, M. K., Mekonnen, A. A., Tadesse, Z. K., … Simegn, G. (2022). Planning and budgeting of medical devices among Ethiopian public hospitals. ClinicoEconomics and Outcomes Research, 14, 405–413. https://doi.org/10.2147/ceor.s363376 

Hinrichs-Krapels, S., Ditewig, B., Boulding, H., Chalkidou, A., Erskine, J., & Shokraneh, F. (2022). Purchasing high-cost medical devices and equipment in hospitals: A systematic review. BMJ Open, 12(9), e057516. https://doi.org/10.1136/bmjopen-2021-057516 

Hu, X., Jin, W., Yang, A., & Hu, Z. (2022). Management of capital liquidity in public hospitals under the epidemic situation of COVID-19. Frontiers in Public Health, 10. https://doi.org/10.3389/fpubh.2022.977221 

Li, J., Mao, Y., & Zhang, J. (2022). Maintenance and quality control of medical equipment based on information fusion technology. Computational Intelligence and Neuroscience, 2022, 1–11. https://doi.org/10.1155/2022/9333328 

Mansour, S., & Nogues, S. (2022). Advantages of and barriers to crafting new technology in healthcare organizations: A qualitative study in the COVID-19 context. International Journal of Environmental Research and Public Health, 19(16), 9951. https://doi.org/10.3390/ijerph19169951 

Morrow, E., Zidaru, T., Ross, F., Mason, C., Patel, K. D., Ream, M., & Stockley, R. (2023). Artificial intelligence technologies and compassion in healthcare: A systematic scoping review. Frontiers in Psychology, 13. https://doi.org/10.3389/fpsyg.2022.971044

Ricci de Araújo, T., Papathanassoglou, E., Gonçalves Menegueti, M., Grespan Bonacim, C. A., Lessa do Valle Dallora, M. E., Carvalho Jericó, M., Basile‐Filho, A., & Laus, A. M. (2021). Critical care nursing service costs: Comparison of the top‐down versus bottom‐up micro‐costing approach in Brazil. Journal of Nursing Management, 29(6), 1778–1784. https://doi.org/10.1111/jonm.13313

Witvorapong, N., Ngamkiatphaisan, S., & Sriratanaban, J. (2022). Cost analysis of a teaching hospital in Thailand: Impacts of the first wave of COVID-19. PLOS ONE, 17(9), e0273771. https://doi.org/10.1371/journal.pone.0273771

People Also Search For

The primary focus is on developing and managing a capital budget in healthcare organizations, with specific emphasis on expanding facilities, acquiring medical equipment, and improving financial planning at St. Anthony’s Medical Center.

The expansion addresses increased patient demand, reduces wait times, and enhances patient satisfaction, contributing to higher revenue and better care quality.

The medical center collaborates with stakeholders, implements cost-reduction measures, negotiates with suppliers, and regularly monitors the budget to control expenses and align financial goals.

Challenges include unexpected cost overruns, vendor bias in equipment pricing, delays in project timelines, and uncertainties surrounding the return on investment for capital acquisitions.

The post NURS FPX 6216 Assessment 4 Preparing and Managing a Capital Budget appeared first on Top My Course.

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