Nephrology Presentation.pptx
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The document discusses the creation of one additional position of Assistant Professor (Nephrology) BS-18 at FMU/DHQ Hospital in Faisalabad. It notes that the nephrology unit currently has 48 beds and 31 dialysis machines. It provides details on current and proposed staffing levels in the nephrology department and estimates that over 160 patients visit daily, demonstrating a need for more specialist care. The financial implications and expected timeline to fill the proposed position are also summarized.
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Week 4 Examples CollapseTop of FormTotal views 17 (Your v.docx
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EXAMPLE 1
Managing Resources
Designed as an overflow unit, 8th NT was staffed with float pool registered nurses and nurse technicians, and was opened Monday through Thursday by clinical nursing supervisors based on patient volumes and the need for additional beds. Because this unit was not considered a “permanent” floor, the budget for this first year will take the zero-based approach. Sullivan (2013) defines the zero-based budget as one that creates a basis for comparison for upcoming years, and its advantage is that every expense is justifiable. The actual unit had already been used as a staging unit while two inpatient units (8th Oncology and 7th Medical) in the South Tower were renovated. Therefore, major electronic components, the nurse call system and the tube system, were in place when the decision was made to open the unit as a permanent 15 bed inpatient med-surg floor, so no renovation or retrofitting was necessary.
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15 new Hill Room beds and mattresses were ordered for this unit at the cost of $185,652. . Additional equipment (i.e. suction set ups, O2 flow meters, IV poles) was ordered and cost is estimated at $45,000. Because the unit has housed patients on a PRN basis, it has been fully stocked with patient care supplies including items such as IV start kits, jelco’s, dressing change supplies, IV tubing, fluids etc. The supply costs YTD for this unit have been $17, 614.
Personnel:
This unit is currently staffed with float pool staff (RN’s and NT II). As float staff, they are paid an accelerated rate of pay. Fiscal year to date since the opening of the unit on January 14, 2014, the unit has spent $98,600.00 in total salaries. YTD Patient days for this unit have been 278.
In mid April, the decision was made to open the unit with a full complement of staff and transition the unit from an overflow unit to a fully staffed medical-surgical Unit. Lexington Medical Center is licensed for 414 beds. With the opening of the 8th North Tower, the facility will be utilizing 413 beds. There are 30 rooms available on 8th NT, and the assumption is that as the county grows and DHEC re-evaluates the needs, the hospital will eventually be given the certificate of need to fill those additional rooms that for now will continue to serve as classrooms for competencies, CPR, ACLS classes etc.
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Collapse
Top of Form
Total views: 17 (Your views: 1)
EXAMPLE 1
Managing Resources
Designed as an overflow unit, 8th NT was staffed with float pool registered nurses and nurse technicians, and was opened Monday through Thursday by clinical nursing supervisors based on patient volumes and the need for additional beds. Because this unit was not considered a “permanent” floor, the budget for this first year will take the zero-based approach. Sullivan (2013) defines the zero-based budget as one that creates a basis for comparison for upcoming years, and its advantage is that every expense is justifiable. The actual unit had already been used as a staging unit while two inpatient units (8th Oncology and 7th Medical) in the South Tower were renovated. Therefore, major electronic components, the nurse call system and the tube system, were in place when the decision was made to open the unit as a permanent 15 bed inpatient med-surg floor, so no renovation or retrofitting was necessary.
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8-3
Durham Health Clinic is considering signing a contract to perform 50 pre-employment physicals per week for a specific corporation. In terms of staff time, a pre-employment physical requires 0.20 hours in Reception/Discharge, 0.45 hours in Nursing and Testing, and 0.20 hours in Medical Examination. By work-station, determine how many work hours per week will be needed to perform these physicals.
·
8-4
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a.
How many employees by type does the clinic currently need?
b.
How many employees by type will the clinic need if it signs the contract for pre-employment physicals?
c.
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d.
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I need these questions answered completely. Tables are included. I n.docx
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·
8-3
Durham Health Clinic is considering signing a contract to perform 50 pre-employment physicals per week for a specific corporation. In terms of staff time, a pre-employment physical requires 0.20 hours in Reception/Discharge, 0.45 hours in Nursing and Testing, and 0.20 hours in Medical Examination. By work-station, determine how many work hours per week will be needed to perform these physicals.
·
8-4
Currently the clinic does 250 visits per week, with 50% of all visits as return visits. Each employee (physician, nurse, and receptionist) is scheduled to work 35 hours per week.
a.
How many employees by type does the clinic currently need?
b.
How many employees by type will the clinic need if it signs the contract for pre-employment physicals?
c.
If return visits shift to 10% of all regular visits, how many employees by type will the clinic need with and without the contract for pre-employment physicals?
d.
How will the answers to “b” and “c” change if the number of physicals is modified to 35 pre-employment physicals per week?
Throughout these analyses, specify all assumptions, including assumptions concerning worker productivity.
8-5
How would your answers change for problem 8-1 if nursing and testing time was increased to 0.50 hours for both first and repeat visits, and medical exam and treatment time was reduced to 0.30 hours for a first visit and 0.20 hours for a return visit?
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a. The probability that the clinic is idle—no patients waiting or being served?
b. The average number of patients in the system?
c. The average time (hours) a patient spends in the system (waiting + service time)?
d. The average number of patients in the queue waiting for service?
e. The average time (hours) a patient spends in the queue waiting?
f. The probability that the patient, upon arrival, must wait?
9-2 The following data have been collected from a hospital pharmacy. This service system operates as a single server, single channel system.
7–3 pm
3–11 pm
11–7 am
Service rate per hour
200
100
50
Arrival rate per hour
60
50
40
The service rate can be increased or decreased in increments of 50 prescriptions per hour. The expense associated with each 50-prescription increment is $100. In other words, to be able to process 50 additional prescriptions will cost an additional $100 per hour. If the current rate of processing or service is lowered by 50 prescriptions per hour, the savings are $100 per hour. Using queuing theory, describe this service system. What is:
a. The probability that the clinic is idle—no patients waiting or being serve.
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Nephrology Presentation.pptx
- 2. CREATION OF ONE POST OF ASSISTANT PROFESSOR (NEPHROLOGY) BS-18 AT FMU / DHQ HOSPITAL FAISALABAD.
- 3. INTRODUCTION The Nephrology unit was established in newly constructed additional 100 Bedded ward with 33 Beds in 2015-16. At present 31 Dialysis Machines are functioning and 17 Beds are working for the treatment of Nephrology Patients. So total beds come to 48 Beds
- 4. Category wise requirement of seats in the light of prevailing Yard Stick Posts Description of Duties BPS No. of Post Professor of Nephrology Morning BPS-20 01 Associate Professor of Nephrology BPS-19 01 Assistant Professor of Nephrology BPS-18 02 Senior Registrar Nephrology BPS-18 06 Medical Officer Nephrology BPS-17 17
- 5. Total existing vacancy position of the unit Name of Posts Sanctioned Filled Vacant Professor of Nephrology (BS-20) 01 Nil 01 Associate Professor of Nephrology (BS-19) 01 Nil 01 Assistant Professor of Nephrology (BS-18) 01 01 Nil Senior Registrar Nephrology (BS- 18) 02 02 Nil Medical Officer Nephrology (BS-17) 07 07 Nil Head Nurses (BS-17) 02 02 Nil RO Technician (BS-11) 02 02 Nil Junior Technician Urology (BS-9) 13 10 03
- 6. Average per day patient load of the respective Department Dialysis Approx: 120 Dialysis Per day Indoor Approx: 17 Indoor Patients Per Day Out Door Approx: 15-20 Outdoor Patient Per Day
- 7. Commencement Date of the Project SHC&ME Department letter No. SO(ND)MISC/15 dated 26.05.2017 as well as Govt. of the Punjab Finance Department letter No. SO(ABs)6-2/2014(P) dated 04.05.2017
- 8. The existing per doctor, per Nurse, Per day patient load Approx: 13 Patients Per doctor per day Approx: 10 Patients per Nurse / Technician per day
- 9. The benefits of the proposed SNE to the Institution Faisalabad Medical University / DHQ Hospital Faisalabad is draining a patient load from whole of Faisalabad division. Daily more than 160 patients visits the Nephrology Department who need specialist care. So the creation of 1 more Teaching post of Assistant Professor Nephrology is need of time, so that no patient is referred to other cities for treatment.
- 10. The financial implication of the proposed seat. Sr. No. Object Code Description Pay per Month of Officer Pay per Annum A01 Total Employee Relating Expenses 126,981 1,523,772 A011 Total Pay 38,350 460,200 A011-1 Total Pay of Officer 38,350 460,200 1 A01101 Basic Pay 38,350 460,200 A012 Total Allowance 88,631 1,063,572 A012-1 Total Regular Allowances 88,631 1,063,572 1 A0120-2 House Rent Allowance 8,715 104,580 2 A0120-3 Conveyance Allowance 5,000 60,000 3 A012016 Qualification Allowance 5,000 60,000
- 11. Sr. No. Object Code Description Pay per Month of Officer Pay per Annum 4 A01217 Medical Allowance 2,421 29,052 5 A0121B Health Professional Allowance ,15,956 191,472 6 A0122M Adhoc Relief Allowance 2016 3,189 38,268 7 A0122P Special Healthcare Allowance 10,000 120,000 8 A0122Y Adhoc Relief Allowance 2017 3,835 46,020 9 A0123G Adhoc Relief Allowance 2018 3,835 46,020 10 A0123P Adhoc Relief Allowance 2019 1,918 23,016 11 A01252 N.P.A 28,762 345,144
- 12. The expected time alongwith plan to fill the proposed post. As early as possible.