The usefulness of budgets in the healthcare sector

Hdl Handle:
http://hdl.handle.net/10147/125258
Title:
The usefulness of budgets in the healthcare sector
Authors:
Byrne, Michael ( 0000-0002-1675-9850 )
Affiliation:
Health Service Executive (HSE) West Roscommon PCCC
Citation:
Byrne, M. (2007a). The usefulness of budgets in the Healthcare sector. Irish Journal of Management, 27(2), 67-73.
Journal:
Irish Journal of Management
Issue Date:
2007
URI:
http://hdl.handle.net/10147/125258
Item Type:
Article
Language:
en
Description:
In addition to setting the performance agenda for the year ahead, (revenue) budgets in the healthcare sector can facilitate tighter financial control, more responsive decision-making and staff motivation. However, many healthcare managers may lose respect for the use of predominantly incremental budgets given that they typically do not explore historical service redundancies that may exist nor reward efficient use of resources or facilitate long-term service planning. The lengthy budgetary process can also predispose to out-ofdate budgets. Top-down budgetary allocation can also be susceptible to political influence and as supplementary estimates can be accessed, managers (and senior clinicians) may not exercise budgetary discipline. Rigid systems of budgeting can also stifle creativity and innovation. Hence, there is a need to link budgeted levels of multi-annual expenditure to recognised and meaningful performance indicators.
Keywords:
BUDGET; FINANCE; HEALTH SERVICES AND THEIR MANAGEMENT; PERFORMANCE MEASUREMENT
Sponsors:
Reproduced with permission.

Full metadata record

DC FieldValue Language
dc.contributor.authorByrne, Michaelen
dc.date.accessioned2011-03-21T16:19:59Z-
dc.date.available2011-03-21T16:19:59Z-
dc.date.issued2007-
dc.identifier.citationByrne, M. (2007a). The usefulness of budgets in the Healthcare sector. Irish Journal of Management, 27(2), 67-73.en
dc.identifier.urihttp://hdl.handle.net/10147/125258-
dc.descriptionIn addition to setting the performance agenda for the year ahead, (revenue) budgets in the healthcare sector can facilitate tighter financial control, more responsive decision-making and staff motivation. However, many healthcare managers may lose respect for the use of predominantly incremental budgets given that they typically do not explore historical service redundancies that may exist nor reward efficient use of resources or facilitate long-term service planning. The lengthy budgetary process can also predispose to out-ofdate budgets. Top-down budgetary allocation can also be susceptible to political influence and as supplementary estimates can be accessed, managers (and senior clinicians) may not exercise budgetary discipline. Rigid systems of budgeting can also stifle creativity and innovation. Hence, there is a need to link budgeted levels of multi-annual expenditure to recognised and meaningful performance indicators.en
dc.description.sponsorshipReproduced with permission.en
dc.language.isoenen
dc.subjectBUDGETen
dc.subjectFINANCEen
dc.subjectHEALTH SERVICES AND THEIR MANAGEMENTen
dc.subjectPERFORMANCE MEASUREMENTen
dc.titleThe usefulness of budgets in the healthcare sectoren
dc.typeArticleen
dc.contributor.departmentHealth Service Executive (HSE) West Roscommon PCCCen
dc.identifier.journalIrish Journal of Managementen
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