Value for money assessment: review of allocation and utilisation of funding in acute services in the southern hospital group: final summary report.

Hdl Handle:
http://hdl.handle.net/10147/574481
Title:
Value for money assessment: review of allocation and utilisation of funding in acute services in the southern hospital group: final summary report.
Authors:
Talbot Associates Management Consultants; Ernst & Young
Citation:
Talbot Associates Management Consultants, Ernst & Young. 1997. Value for money assessment: review of allocation and utilisation of funding in acute services in the southern hospital group: final summary Talbot Associates Management Consultants with Ernst & Young.report. Dublin:
Publisher:
Talbot Associates Management Consultants with Ernst & Young.
Issue Date:
27-Nov-1997
URI:
http://hdl.handle.net/10147/574481
Item Type:
Report
Language:
en
Description:
Conclusions Efficiency & Economy The SHG did not provide optimum VFM in 2006. The evidence is: Productivity declined with the introduction of new staff over the period 2004·2006. Each staff member is on average serving fewer patients. Costs have increased in real terms. Real costs per patient/CMU have both increased by 3% in 2006 relative to 2004 which reflects inefficient use of staff and other non pay resources. Costs for inpatients and day patients are greater than national norms in certain hospitals. Utilisation is up to 13.5% below Australian practice. We believe that costs per CMU could be held constant or reduced, in real terms, through a series of actions, including: Holding real costs constant through improved staff deployment and other related measures, including reductions in day-patient costs, and increased use of shared services. If real costs and productivity had remained at the 2004 level then the savings in 2006 would have amounted to over €15m. Improving productivity through progressive reductions in length of stay, the increased transfer of treatment to day patient settings and elimination of costs associated with unused facilities arising from these measures. I mprovements in budgetary control. Alignment of incentives. At the same time improved patient service can be achieved through reduction in waiting times, shorter length of stay and improved quality control.
Keywords:
BUDGET; QUALITY CONTROL; DAY CARE; PATIENT

Full metadata record

DC FieldValue Language
dc.contributor.authorTalbot Associates Management Consultantsen
dc.contributor.authorErnst & Youngen
dc.date.accessioned2015-08-17T13:21:53Zen
dc.date.available2015-08-17T13:21:53Zen
dc.date.issued1997-11-27en
dc.identifier.citationTalbot Associates Management Consultants, Ernst & Young. 1997. Value for money assessment: review of allocation and utilisation of funding in acute services in the southern hospital group: final summary Talbot Associates Management Consultants with Ernst & Young.report. Dublin:en
dc.identifier.urihttp://hdl.handle.net/10147/574481en
dc.descriptionConclusions Efficiency & Economy The SHG did not provide optimum VFM in 2006. The evidence is: Productivity declined with the introduction of new staff over the period 2004·2006. Each staff member is on average serving fewer patients. Costs have increased in real terms. Real costs per patient/CMU have both increased by 3% in 2006 relative to 2004 which reflects inefficient use of staff and other non pay resources. Costs for inpatients and day patients are greater than national norms in certain hospitals. Utilisation is up to 13.5% below Australian practice. We believe that costs per CMU could be held constant or reduced, in real terms, through a series of actions, including: Holding real costs constant through improved staff deployment and other related measures, including reductions in day-patient costs, and increased use of shared services. If real costs and productivity had remained at the 2004 level then the savings in 2006 would have amounted to over €15m. Improving productivity through progressive reductions in length of stay, the increased transfer of treatment to day patient settings and elimination of costs associated with unused facilities arising from these measures. I mprovements in budgetary control. Alignment of incentives. At the same time improved patient service can be achieved through reduction in waiting times, shorter length of stay and improved quality control.en
dc.language.isoenen
dc.publisherTalbot Associates Management Consultants with Ernst & Young.en
dc.subjectBUDGETen
dc.subjectQUALITY CONTROLen
dc.subjectDAY CAREen
dc.subjectPATIENTen
dc.titleValue for money assessment: review of allocation and utilisation of funding in acute services in the southern hospital group: final summary report.en
dc.typeReporten
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