N4455 Nursing Leadership and ManagementWeek 3 Assignment 1.docx

N4455 Nursing Leadership and Management
Week 3 Assignment 1: Financial Management Case Study v2.2
Name:
Date:
Overview: Financial Management Case Study
One of the important duties of a nurse leader is to manage
personnel and personnel budgets. In this assignment, you will
assume the role of a nurse manager. You will use given data to
make important decisions regarding budgets and staffing.
Some nurse managers have computer spreadsheets or software
applications to help them make decisions regarding budgets and
staffing. You will only need simple mathematical operations* to
perform the needed calculations in this assignment because the
scenario has been simplified. Furthermore, some data have been
provided for you that a nurse leader might need to gather or
compute in a real setting. Still, you will get a glimpse of the
complexity of responsibilities nurse leaders shoulder regarding
financial management.
· To calculate the percent of the whole a given number
represents, follow these steps:
Change the percentage to a decimal number by moving the
decimal twice to the left (or dividing by 100).
Multiply the new decimal number by the whole.

Example: What is 30% of 70?
30%= .30; (.30) × 70 = 21
· To find out what percentage a number represents in relation to
the whole, follow these steps:
Divide the number by the whole (usually the small number by
the large number).
Change the decimal answer to percent by moving the decimal
twice to the right (or multiplying by 100).
Example: What percent of 45 is 10?
10 ÷ 45 = .222; so, 10 is 22% of 45.
* You will only need addition, subtraction, multiplication, and
division.
Case Study
You are the manager for 3 West, a medical/surgical unit. You
have been given the following data to assist you in preparing
your budget for the upcoming fiscal year.
Patient Data
ADC: 54
Budget based on 5.4 Avg. HPPD
(5.4 HPPD excludes head nurse and unit secretaries)
Staff Data
Total FTEs
37.0 Variable FTEs
1.0 Nurse Manager

2.2 Unit Secretaries
40.2 Total FTEs
Staffing Mix
RN
65%
LVN
20%
NA
15%
Average Salary Scale per Employee
(Fringe benefits are 35% of salaries)
Nurse Manager
$77,999.00 per year
Registered Nurses (RN)

$36.00 per hour
Licensed Vocational Nurses (LVN)
$24.00 per hour
Nurse Aides (NA)
$13.50 per hour
Unit Secretary (US)
$11.25 per hourRubric
Use this rubric to guide your work on this assignment.
Criteria
Target
Acceptable
Unacceptable
Question 1
Both % and FTEs column totals within ± 2 of correct answers
(13-16 Points)
Either % or FTEs column totals within ± 2 of correct answers
(5-12 points)
Neither % nor FTEs column totals within ± 2 of correct
answers
(0-4 points)
Question 2
All column (except Hours and Salary) totals within ± 2 of
correct answers
(17-20 Points)
At least 4 column totals within ± 2 of correct answers
(5-16 points)
Less than 4 column totals within ± 2 of correct answers
(0-4 points)
Question 3
A. Table
All six values within ± 2 of correct answers
(6-8 points)
At least five values within ± 2 of correct answers
(1-7 points)

Less than five values within ± 2 of correct answers
(0-1 point)
B. Significance of variance in HPPD
Response is clearly stated and explains some potential details,
ramifications, and/or solutions
(6-8 points)
Response states some potential details or ramifications
(2–7 points)
Response is unclear or lacks potential details or ramifications
(0-2 points)
C. Implications for nurse leader
Response shows keen understanding of responsibilities of the
nurse leader regarding staff budgets
(6-8 points)
Response shows some knowledge of responsibilities of the nurse
leader
(2-7 points)
Response fails to demonstrate knowledge of responsibilities of
the nurse leader
(0-1 point)
Question 4
All columns (except Hours and Salary) totals within ± 2 of
correct answers
(17-20 Points)
(5-16 points)
(0-4 points)
Question 5
All columns (except Hours and Salary) totals within ± 2 of
correct answers

(17-20 points)
(5-16 points)
(0-4 points)
Questions
1. How many RNs, LVNs, and NAs, by category, are on the
staff of 3 West? (Round FTEs to the nearest tenth.) Compute
totals for each column.
Positions
Variable FTEs
% by Position
FTEs by Position
RN
37.0
.65
LVN
37.0
NA
37.0
Totals
2. Compute the annual salary budget for 3 West. (Round to the
nearest tenth.)
Compute totals for appropriate columns.
Positions
FTEs
Salary

Hours
Salary Subtotals
Benefits
Total
MANAGER
1.0
77,999
XXXX
RN
24.1
$36
2080

Totals
XXXXX
XXXXXX
3. Your hospital unit, 3 West, is a 60-bed general medical-
surgical unit. Over the past year, the ADC (Ave. Daily Census)
was 54 patients.
Use the following data on 3 West during the last year to
perform these calculations and answer these questions.
A. Complete this table to calculate the actual average hours of
care required per patient day (HPPD) for the patients in 3 West.
Acuity Mix
Average Hours of Care Required
Average Daily Census
(ADC)
Total Hours of Care Per Day
I
1.4
8
II
3.9
22
III
5.6
16
IV

8.8
8
Totals
Hours per patient day (HPPD)
B. Remember that your established personnel budget for 3 West
assumes a HPPD of 5.4. If your calculated HPPD is different,
explain the significance of the variance. (If your calculated
HPPD is different than 5.4, you must write more than, “We need
more/less nurses.”)
What is the Significance of the variance? If you believe you
need more staff, what will be your
rationale for making this requires? If you have too much staff,
what would your proposal be for
bringing your staffing into a better balance?
C. What are the implications for the Nurse Manager? As an
example, based on your conclusions in Section B, what other
observations would you make as you review your total budget
and what would you expect to see as a result? (HINT: supply
costs; overtime hours, average census of 43 on a 45 bed unit,
etc.)
4. You have set two new goals for your unit for the next year
related to personnel:
· Provide stronger unit management support on evening and
night shifts and in the absence of the manager.
· Correct unfavorable efficiency variances due to overtime.
To accomplish these goals, you plan to make these changes:
· Add 1.0 RN FTE position
· Eliminate 2.2 LVN positions

· Add 2.5 FTEs NA positions
· Add 1.0 Assistant HN position at $65,000/year
Calculate ONLY the cost of the proposed recommendations for
3 West. Compute totals for each column. If the change
represents a reduction in the budget for that category, record the
total as a negative number. If it represents an increase in the
budget for that category, record the total as a positive number.
(DO NOT INCLUDE INFORMATION IN Q 2)
Positions
FTEs
Salary
Hours
Salary Subtotals
Benefits
Total
RN
1.0
LVN
-2.2
NA
2.5

AHN
1.0
65,000
Totals
XXXXX
XXXXX
5. Assume your proposal was approved. Calculate the new
personnel budget. Compute totals for each column. (ADJUST Q
2 TO INCLUDE RECOMMENDED CHANGES)
Positions
FTEs
Salary
Hours
Salary Subtotals
Benefits
Total

©2015 University of Texas at Arlington
Page 1 of 6
BUSINESS POLICY I-CURRENT EVENTS GUIDELINE
DUE DATES: See Syllabus For Dates
GENERAL OVERVIEW: Use and combine both of the current
events articles provided
· Write a 400-word essay that must include:
· Introduction-a thesis that is clear, related to the article and
focused on the material covered in class.
· 1 or 2 paragraphs, each paragraph has thoughtful supporting
detail sentences that develop the main idea.
· Conclusion- YOUR OPINION on how this event has impacted
this business’ strategies, or how an external event will impact
an industry or specific business. I will be looking for key word
and buisness alike terms s learned from the chapters
discussed—relate it to the material we cover in class.
PROCEDURE:
· Use MLA format.
· All assignments must be double spaced and type written using
a size 12 legible font such as Ariel or Times New Roman.
· Upload the assignment to the dropbox and make sure you have
a link to the original article.
· Ensure that the date of the article is clearly identifiable

· DO NOT PLAGIARIZE THE ARTICLE OR ANY OTHER
PERSON’S WORK, INCLUDING YOUR FRIENDS!!
GRADING: The assignment will be graded as follows:
Attention to assignment parameters
20%
Article Chosen—date/content
20%
Paper/Original Thought/Impact/Relation to course material
40%
Grammar/Spelling/Punctuation
20%
TOTAL 100%
ARTICLE #1
Nasty Gal Bankruptcy Heats Up as Lender Lashes Out
The company’s pre-petition lender has challenged its emergency
motion to use a loan, alleging Nasty Gal rushed into a
bankruptcy and is in “liquidation mode.”
By Kari Hamanaka on November 11, 2016
·
The Nasty Gal store on Melrose Avenue
Courtesy Photo

LOS ANGELES—Nasty Gal’s lender is pushing back at the e-
tailer’s emergency request to tap a loan just two days into
its bankruptcy filing.
The objection, filed in court Friday by Hercules Technology
Growth Capital Inc.—the Palo Alto lender to venture-backed
firms that supplied pre-petition financing to the Los Angeles e-
tailer—is crying wolf at the picture painted by the company to
support its request to tap a $20 million loan to continue
operating the business.
Lawyers for Hercules allege in the motion that Nasty
Gal rejected additional liquidity proposals that would have
helped it avoid a bankruptcy and “instead chose to rush
headlong into an ill-advised and unfocused Chapter 11
proceeding that will kill its brand, destroy its already damaged
vendor relationship, burn valuable cash collateral without
adequately replacing it, and result in a liquidation at much more
depressed values for all constituents….”
The motion went on to express disbelief at the idea of
continuing a sale process into the bankruptcy, “the timing of
which is highly curious and perhaps unprecedented for a
retailer—leading into the height of the holiday selling season,
after declaring war with its senior secured creditor and with no
ability to purchase sufficient replacement inventory.”
A spokesman for Nasty Gal could not immediately be reached
for comment.
WWD reported in September the company had been shopping
for a buyer, with Revolve Clothing rumored to have looked at
the business, but a suitor could not be found.
Nasty Gal asked a judge to rush approval to tap its loan to at
least handle immediate expenses such as the looming Nov. 25
payroll expense of $512,000 across its 189 employees, along
with about $400,000 it spends weekly on merchandise to stock
its online shop and physical doors sitting on Melrose Avenue
and Third Street Promenade.
The business has been challenged in more recent years, with

president and chief restructuring officer Joe Scirocco saying in
his declaration filed Thursday that the company had trouble
scaling in line with its rapid growth and also more recently saw
the compression of international sales.
Executives have apparently come and gone from the board with
Hercules casting it as “a revolving door of resignations as
equity holders and even the company’s founder have abandoned
it following years of losses….”
Founder Sophia Amoruso is reportedly expected to step down as
executive chairman of the board. She left the chief executive
officer position in early 2015 when the company tapped former
Lululemon executive Sheree Waterson to the top spot.
Results for the 12 months through Jan. 31, 2015 included
revenue of $85 million and an earnings before interest, taxes,
depreciation and amortization loss of $6.3 million, according to
court documents. The following year ended Jan. 30, 2016 saw
net revenue fall to $77.1 million and negative EBITDA of $15.4
million.
However, Scirocco said projections for the current fiscal year
ending Jan. 27 would see the EBITDA loss narrow to $1.4
million on net revenue of $77 million.
He also estimated the company’s going concern value at about
$25 million, which Hercules called out as being “based on some
multiple of speculative future EBITDA” and goes on to allege
Nasty Gal was never profitable.
The lender also seemed skeptical of the company’s ability to
successfully emerge from a restructuring saying in its motion,
“The [company] is already in liquidation mode and Chapter 11
filing with standard first day motions do not mean that a real
reorganization is under way or achievable under these
circumstances.”
The firm requested a judge set the final hearing on the matter
for Nov. 28.

ARTICLE #2
American Apparel Facility Review Begins, Uncertainty Looms
for Workers
The company’s head of human resources attempted to address
employee concerns in a letter sent out Thursday, with many
questions to go unanswered until a sale closes.
By Kari Hamanaka on November 17, 2016
·
Inside American Apparel's downtown Los Angeles factory.
Kari Hamanaka
LOS ANGELES — The review process on American Apparel
LLC’s facilities has begun as workers sit in limbo waiting to
hear about the state of their jobs.
The Los Angeles firm’s second bankruptcy filing Monday,
paired with the announcement that Montreal-based Gildan
Activewear Inc. has proposed to pay $66 million for the
intellectual property and some of its assets, leaves many
questions about what’s to come of American Apparel’s
workforce.
Craig Simmons, the company’s head of human resources,
attempted to stave off fears of any mass cuts Thursday
afternoon in a letter sent to workers with updates on the
possible sale to Gildan, which becomes the stalking horse
bidder in a bankruptcy auction that has the potential to shake
loose additional suitors for the firm, along with a buyer for the
company’s retail operations.
Simmons, American Apparelchief executive officer Chelsea
Grayson and head of supply chain and manufacturing Kurt
Messenger toured the company’s facilities this week with
Gildan executives as the Canadian firm begins a facility review
process that will lead to decisions about what shape the
business would take if a Gildan deal goes through.
“I realize that there is some uncertainty right now, so I wanted
to make one thing very clear: you are the key to keeping the
business running until we are able to close a deal that secures

American Apparel’s future,” Simmons said in his letter to
employees. “You are who the management team has always
relied on, and who we hope to continue to depend on through
this process. Each one of you is American Apparel.”
Simmons also confirmed salaries, hours and benefits would not
change and confirmed the stores remain open with “ongoing
discussions about what the retail business will look like in the
future.”
What happens with the workforce rests on the outcome of the
sale, with some 3,457 workers across the company’s
downtown Los Angeles headquarters, South Gate cutting and
sewing facility and Garden Grove knit and dye house alerted
seven days before the bankruptcy and Gildan deal
announcement of possible facility closures, according to filings
made with the state’s Employment Development Department
Nov. 7 and an internal letter obtained by WWD that was sent
out to headquarters workers that same day.
A spokeswoman for the firm called the notices “a precautionary
measure in case of workforce reductions associated with a
potential transaction,” given the uncertainty of the sale’s terms.
If all or some of those jobs are lost, the question then is whether
Los Angeles’ apparel manufacturing industry can absorb some
or all of those jobs.
Ilse Metchek, president of the California Fashion Association,
expressed some doubt.
“Manufacturers for the most part are looking elsewhere than
L.A. That’s a fact,” she said. “These [American Apparel]
workers, for the most part, are used to large factory, automated
operations. What we do have in Los Angeles and, successfully,
are smaller boutique operations where there’s not more than 20
machines and they are cross-trained and do everything in that
factory, from sewing buttons to putting on waistbands. That’s
not the structure of a corporate factory.”
Gildan spokesman Garry Bell confirmed to WWD Monday the
company is considering taking over the leases on the South Gate
and Garden Grove facilities but the downtown headquarters —

where the bulk of the workforce is located — is not part of the
sale agreement beyond some equipment in the building. He also
confirmed there are no provisions in the agreement related to
American Apparel’s workforce but also tempered that with the
reality that the bankruptcy and sale process have only just
begun.
“The short answer is we really don’t know at this point without
having gone through the evaluation [of the assets] and have the
bankruptcy run its course,” Bell said when asked what Gildan
plans to do with the employees. “It’d be premature for us to
give any kind of direction in relation to the workforce.”
Sources close to the company said Thursday manufacturing is
now part of the Gildan deal across the company’s three
remaining factories in addition to consideration of the
distribution center in La Mirada. That’s alongside bids being
considered on the retail component of the business.
Gildan currently has no manufacturing presence in the Los
Angeles area, with yarn-spinning facilities in North Carolina
and Georgia, a dye house in Massachusetts and socks and sheers
facilities in Montreal and North Carolina. The rest of the
manufacturing operations are scattered throughout Central
America, the Caribbean, Mexico and Asia.
Meantime, the American Apparel bankruptcy process rolls on
with the judge overseeing the company’s case today signing an
order allowing it to tap on an interim basis $10 million of $30
million in debtor-in-possession funding from Encina Business
Credit LLC until a final hearing occurs as it gears up for an
auction.
And then there’s always the Dov Charney factor. The American
Apparel founder and former ceo, who aligned with others to try
to buy the company twice — once just before his firing for $550
million and another bid following his ouster for $300 million.
Charney was vilified among some camps as the vehicle that got
the company into its mess — something he has vehemently
denied — but he could always turn into the white knight of this
saga. Although, even he has doubts about such an outcome.

Charney, reached by phone Wednesday, said he’d consider
making a bid if he could align with partners who would give
him half the company and another half if he met certain
performance targets. In other words, a scenario so outlandish as
to be more than unlikely.
“If it was an unbelievable deal,” he said. “But no one’s
knocking on my door

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N4455 Nursing Leadership and ManagementWeek 3 Assignment 1.docx