Reference no: EM132974104
Questions -
Q1. You are the manager of an emergency department. Your department classifies patients, based on the resource intensiveness, into categories 1, 2, or 3. The variable costs associated with a type 1 patient are $200, with a type 2 patient are $500, and with a type 3 patient are $800. About half of all patients are type 1, and the remaining patients split evenly between types 2 and 3. What is the appropriate variable cost to use for a break-even analysis?
Q2. As a nurse manager in an outpatient setting, you have the administrative and financial responsibility for the clinic. You know that fixed costs are $120,000 for a nursing practice, the average amount collected per patient is $80, and the variable cost per patient is $20. What is the break-even point (i.e. how many patients will you need to see to break even)?
Q3. As the nurse manager of the new observation unit, you will need to work with your human resource department to calculate your productive (actual) versus non-productive (NP) work time to ensure accuracy in your budget.
Each one of your employees receives the following NP time:
8 holidays a year
10 vacation days a year
5 sick days a year
3 personal days a year
Assuming all employees have the same amount of NP time, calculate the direct nursing staff NP time for the new observation unit.
Q4. A clinic has 13 doctors. Every patient, on average, requires about 30 minutes with a doctor. Each doctor works 10 per day and 7 days per week. The clinic operates 10 per day 7 days per week. How many patients can be served by the clinic per day?
Q5. Assume that hospital laundry department costs are allocated based on pounds of laundry. The total cost of the laundry department is $50,000 and 400,000 lb. of laundry are cleaned. If a department consumes 10,000 lb. of laundry, how much is it charged?
Q6. Assume that you are the manager of a 30-bed medical unit in an acute care hospital. The total fixed costs of your unit are $18,000 per day. The variable costs of your unit are approximately $1,000 per patient per day, at the typical level of patient acuity generally observed on your unit. Using these data, answer the next two questions. What is the total cost of care for each patient for each day of care if your unit has 80% occupancy?
Q7. Your health system is considering creating a position of a Patient Care Navigator. This person will help to coordinate care for your Congestive Heart Failure population in an attempt to prevent readmissions. During the past year, your organization sustained a Value Based Purchasing penalty in the amount of $345, 926 due to readmissions. Additionally, your data shows that the average cost of a readmission to your health system is $12,515. If the Patient Care Navigator earns a salary of $97,500 (salary $75,000 plus benefits), how many readmissions must you prevent to achieve a full return on your investment?
Q8. You will be opening a nursing unit with 52 beds. Your nurse-to-patient ratio is 1:5 and each nurse works with a dedicated CNA. There is a Unit Secretary 16 hours a day and a dedicated Charge Nurse for 16 hours. During the night shift, the Charge Nurse takes a full patient load. How many staff will you need to hire if you assume 100% occupancy? You already have a Nurse Manager.
Q9. Assuming you need 10.4 nurses to provide care for 52 patients, 10.4 nursing assistants, one unit secretary, one charge nurse, and a nurse manager, calculate your hours per patient day using the information contained in question 7 using 100% occupancy.
Q10. Using the information from both question and 8 & 9, calculate your hours per patient day using if the unit was at 80% occupancy. Despite a lower census, you did not flex down and maintained your staffing for full occupancy. Staffing remains the same.