understanding budgets and instituting new testsacademic.sun.ac.za/stellmed/coursematerial/leadership...
TRANSCRIPT
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Understanding Budgets and Instituting new Tests
Prof AE Zemlin
Division of Chemical Pathology,
National Health Laboratory Service (NHLS),
Tygerberg Hospital
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Contents
• Definition and history of budgets
• Budgeting process
• Costs and variance
• Structure of a budget
• Acquisition new tests:
What to consider
How to acquire
Questions to ask
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History of Budgets
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Earliest financial records date to
over 5000 years in Babylonian times:
Merchants of ancient kingdom between the Tigris and the Euphrates Rivers meticulously recorded sales, expenses and inventory on clay tablets
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Origins of modern-day financial
record-keeping:
Development of commerce
during the Renaissance with the
accounting ledgers of the
famous Italian merchant banks
and trading houses of that time
providing a record of business in
those days
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What is a budget?
• Formalized plan which quantified
• Overall operating + financial plan
• Mx’s intentions or expectations
• Compares expected revenues with expected expenses
• Enables quantification of profit or loss
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Why is a budget important?
• Force planning + goals
• Forecast future in light of changes in external environment
• Force Mx’s to be as cost-effective as possible
• Motivate Mx’s + staff to work positively for organization
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Operating Budget
• Plan for daily operating revenues + expenses
• 1 year period (fiscal year)
• Necessary to make a profit to replace old equipment or improve quality +/or expand services
PLAN
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Capital Budgeting • Acquisition of long term investments
• Equipment has lifetime beyond yr of purchase
• Separate from operating budget d/t multi-year nature
• Returns long term
• Very expensive
• To improve quality or safety
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Capital Budgeting (2)
• Motivation + justification needed with clear long term benefits
• Impact on other budgets, e.g. personnel + operating costs
• Usually pay back method used to assess investment's return on investment + viability
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Budgeting process (1)
• Requires completion of a number complicated documents
• Timetable developed with deadlines
NB: all employees must participate
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Budgeting process (2)
• 1st step: establish foundation for budget preparation
• Environmental scan: disease profile, demographics, competition, potential customers, changes taking place in external environment
• Statement of general goals, objectives + policies
• In line with strategic plan
• Reassessed in line with strengths + weaknesses
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Budgeting process (3)
•List of organization’s assumptions.
•Prioritization NB: resources allocated to areas that promote long term goals
•Set of specific, measurable operating objectives:
set out clearly so that budget can achieve this
•Analysis of strategic plans + programmes provides further direction
•Specification of programme priorities
Salary increases Inflation
Projected workload
Plans
Programmes
PLAN
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Budgeting process (4)
• Budget negotiation + revision: necessary due to limitations in resources
• Some needs may be more critical, e.g. more capital expenditure may be required due to new programmes
• This may cut into other budgets
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Budgeting process (5)
• Last steps: control + feedback
• Control process: variance analysis
• Variances compare actual results with budget
– underlying causes determined + eliminated if causes can be controlled
• Feedback: actual results used to improve future
plans + must be given more weighting for next budget
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Budgeting Timetable
• NB to have a PLAN for the PLANNING PROCESS
• Managers should have a road map that details steps in the planning process
• Length of time varies: usually 3-6 months
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Direct vs Indirect costs
Indirect (fixed) costs
• Building depreciation • Hospital overhead • Laboratory overhead • Accounting expenses • Regulatory expenses • Management labour • LIS expenses
Direct (varaible) costs
• Reagents • Labour (techs and all
other staff) • Equipment costs • Service costs • Collection supplies • Testing supplies • Quality control material • Depreciation
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Budget variance
• Budget:
a) Projected budget – how much the laboratory plans to spend during the period selected
b) Actual budget – amount of money the laboratory actually spent during the selected period
c) Budget variance – difference between (a) and (b)
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Budget variance (2)
Acceptable • Discount rate changes • Patient workload increases • Vendor price increases
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Unacceptable • Increases in reagent use to double-check • Increase in reagent wasting • Vendors sending double shipments
Budget variance (3)
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Basic Structure of a Laboratory Expense Budget
Salaries -Technical labour
Professional gees
-Nontechnical labour
Clerical + reception
Administrative
Couriers
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Basic Structure of a Laboratory Expense Budget (3)
•Reagents + supplies
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Basic Structure of a Laboratory Expense Budget (3)
Equipment -Depreciation
-Service contracts
-Repairs
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Basic Structure of a Laboratory Expense Budget (4)
Other -Insurance, fees, books,
etc
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Budget implementation
• Must convert approved resources into a working document that can guide specific staffing decisions throughout the year
• Keep as close to approved plan as possible
• Constant monitoring
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Acquisition of new instruments
• Old inefficient tests lead to increase in critical variable costs, e.g. labour, reagents, QC, calibrators and standards
• Do the following before acquiring new analytical equipment: – Cost analysis
– Capitol budgeting and financing
– Strategic planning
• Need a written plan showing a clear need and a planned strategy to support the request
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New tests
• Comprehensive cost analysis important in today's restricted economic environment
• 1st step: organize a strategy and define whether lab should acquire the additional test, replace equipment or introduce new technology – must have a strong argument / must be transparent
• Is recurring maintenance and labour more expensive over relatively short term than the purchase of new automated equipment?
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Choosing equipment:
• Establish need !!
• Will it improve work flow?
• Will it improve TAT?
• Will it increase efficiency?
• Will it reduce overall costs?
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Ideal new instrument:
• Consolidate workstations
• Replace existing equipment
• Reduce staff
• Reduce costs
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Do not but beyond requirements:
• Wasted reagents
• Higher staff costs for maintenance and calibration
• Expensive service contracts
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Factors affecting acquisition of new instrument:
• Break-even analysis
• Sample and test volume - ?throughput / ? Number of personnel
• Cost-effectiveness of analyzer – cost of reagents, supplies, maintenance and capitol expenditure
• Consider strategic plan / budget / future costs (fixed and variable)
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Steps in the budgeting process for capitol equipment:
1. Define goals
2. Identify alternatives
3. Evaluate alternatives
4. Select best alternatives
5. Actual performance
6. Evaluate performance
Capitol budgeting loop
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Capitol budgeting process:
• Capitol requests prepared and submitted
• Requests reviewed and assessed
• Final priority list developed and capitol budget completed
• Manager approves capitol budget
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Consider
• Laboratory’s equipment need – role of lab, type of tests performed, hours of operation, productivity problems
• Abilities of current equipment – condition, operation, repair record, current age
• Abilities of new / replacement equipment
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5 WAYS TO ACQUIRE LABORATORY EQUIPMENT
1. Purchase
2. Lease
3. Rent
4. Special contractual agreements
5. Refurbishing existing equipment
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1. Purchase
• Financial burden – merits / payback period
• Depreciation – useful life of instrument
• Annual operating expenses
• Average annual savings / net earnings
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Purchase (2)
• ROI = amount of money earned per unit investment – want highest return
• Payback period
• Number of tests
• Lifetime of instrument
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2. Lease
• Purchasing not always best – large capitol investment and may be obsolete in few years – financial losses
• Form of debt financing – requires lessee to make series of payments over a future period of time – fixed obligations
• Lease rental payments reflect financing costs as well as a return of principal to lender
• Interest rate varies
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Advantages of lease
• Hedging risk of obsolence
• Avoiding maintenance, service + administrative problems
• Greater negotiating flexibility
• Tax benefits
• Can be structured
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Disadvantages of lease
• Nonownership
• Interest cost component – plan carefully how long intend to use
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3. Rent
Lease:
• Option to purchase
• Specific time period
• Lab responsible for certain repairs and maintenance
Rent:
• No option to purchase
• Can be terminated at any time
• Repairs and maintenance sole responsibility of manufacturer
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Advantages of rent over lease:
• If only need equipment for short time
• If equipment may soon be obsolete
• If reliability of equipment questionable
• Rental includes reagent costs and QC material, calibrators and standards
• Rental reagent part of operating budget
• Costs include initial training of personnel and maintenance visits
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4. Special contractual agreements with vendors
• Cost per test – reagent rental
• Vendor provides all reagents, supplies disposables, automatic data processing, training, installation, and all other needs except maintenance
• Vendor charges a set cost per test + provides QC, standards and calibrators
• Encourages lab to perform tests efficiently, avoid unnecessary testing, repeats, duplicates and wastage
• Vendor ownership – avoids depreciation, maintenance costs, shipping costs + training costs
• Reagents and supplies at lowest possible costs
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5. Refurbishing existing equipment
• Low volume applications
• Reliable and proven technology
• Reduced financial risk
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Questions to ask • How long is start-up time? • Can work be batched? • What are STAT capabilities? • How fast are results produced? • How much space is needed? • Will changes in plumbing / electrics be needed? • Will renovation be needed? • What sample size needed? • Where are reagents purchased? What is price? What amounts needed? • How are results presented? • What are operational characteristics? • What is TAT? • How many methodologies? • Computer interfacing? • Where is vendor service located? • Can personnel do maintenance? • Specifics for installation? • How are technologists trained? • Cost of equipment? Terms? • Will it be obsolete in 1-2 years? • Warranty terms? • Maintenance and service costs? • Risk of vendor instability? • Other users experience
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Conclusion
• Budget lengthy process
• Provides direction + fiscal management
• Effective management tool
• Decide carefully before new tests implemented
• Needs attention of all staff