Civilian Pay Budget In Primary Care Department ✓ Solved

Civilian Pay Budget in Primary Care Department

Scenario Questioncivlian Pay Budgetbudget In Sprimary Care Dept 1

Scenario Questioncivlian Pay Budgetbudget In Sprimary Care Dept 1

Scenario Question Civlian Pay Budget Budget in $s Primary Care Dept. $ 1,400,000.00 Inpatient Care Dept. $ 1,400,000.00 Orthopedics Dept. $ 300,000.00 Keller Hospital (total) ? The Keller Army Hospital's Department level civilian pay budgets given prior to the start of the Fiscal Year (FY) by the Budget Officer are above (represented in cells B2:B4). Please provide the total in Cell B5. What is the cumulative budget (complete cell B5)? Your Response: The department chief's projection (their spend plan) for the pay periods in the FY are represented in cells B2:D27 of the worksheet titled "Data Set".

Utilizing a pivot table, create a graphical representation (a combo bar graph is suggested) for the Primary Care Department Chief to display to her what her civilian pay will be relative to straight line by pay period (under or over budget). Based on your analysis, what are your recommendation(s) to the CFO and Primary Care Department Chief? (provide in the space (cells) below)

Data Set Pay Period Primary Care Dept. Inpatient Care Dept. Orthopedics Dept. Pay Period 1 $ 55,763.83 $ 59,391.33 $ 11,739.64 Pay Period 2 $ 56,602.91 $ 55,053.07 $ 11,709.64 Pay Period 3 $ 56,715.72 $ 58,523.28 $ 11,768.45 Pay Period 4 $ 58,572.57 $ 58,339.38 $ 11,346.79 Pay Period 5 $ 59,035.16 $ 55,259.13 $ 11,689.39 Pay Period 6 $ 60,026.99 $ 56,615.29 $ 11,583.97 Pay Period 7 $ 59,807.90 $ 62,736.80 $ 11,768.44 Pay Period 8 $ 61,724.48 $ 64,525.98 $ 11,910.78 Pay Period 9 $ 61,724.46 $ 56,678.70 $ 11,991.47 Pay Period 10 $ 61,687.23 $ 56,580.97 $ 11,991.50 Pay Period 11 $ 62,603.14 $ 59,728.27 $ 11,991.48 Pay Period 12 $ 61,297.56 $ 55,909.73 $ 11,856.97 Pay Period 13 $ 60,643.85 $ 60,981.51 $ 12,098.78 Pay Period 14 $ 57,010.15 $ 56,389.59 $ 12,098.79 Pay Period 15 $ 59,395.15 $ 53,665.61 $ 12,071.89 Pay Period 16 $ 59,334.55 $ 58,682.45 $ 12,098.76 Pay Period 17 $ 58,734.25 $ 57,478.36 $ 11,991.17 Pay Period 18 $ 57,839.22 $ 55,811.87 $ 12,098.80 Pay Period 19 $ 56,348.76 $ 61,963.19 $ 13,563.30 Pay Period 20 $ 55,763.83 $ 59,391.33 $ 11,739.64 Pay Period 21 $ 56,602.91 $ 55,053.07 $ 11,709.64 Pay Period 22 $ 56,715.72 $ 58,523.28 $ 11,768.45 Pay Period 23 $ 58,572.57 $ 58,339.38 $ 11,346.79 Pay Period 24 $ 59,035.16 $ 55,259.13 $ 11,689.39 Pay Period 25 $ 60,026.99 $ 56,615.29 $ 11,583.97 Pay Period 26 $ 59,807.90 $ 62,736.80 $ 11,768.44 DEVELOPMENTAL STAGES AND INFORMATION DECISION PROCESS MODELS The Concernsâ€Based Adoption Model (CBAM) (Hall & Hord, 1987; Hord, Rutherford, Hulingâ€Austin, & Hall, 1987; Newhouse, 2001) and informationâ€decision process models (Dormant, 1986, 1999; Rogers, 1995) describe sequential stages that an individual uses to investigate an innovation and decide whether to adopt or reject it.

Sample Paper For Above instruction

This report provides a comprehensive analysis of the civilian pay budgets for Keller Army Hospital's primary care department, including a detailed visualization of pay period expenditures and strategic recommendations for budget management. Using the provided data, the total civilian pay budget for the primary care department has been calculated, and a pivot table with a combo bar graph has been developed to compare actual pay against projected budget lines. The insights gained are used to inform managerial decisions and optimize financial planning.

Total Civilian Pay Budget Calculation

The initial department-level civilian pay budgets are as follows: Primary Care Department: $1,400,000.00, Inpatient Care Department: $1,400,000.00, and Orthopedics Department: $300,000.00. The total civilian pay budget for Keller Army Hospital, summing these departments, is:

• Primary Care Department: $1,400,000.00
• Inpatient Care Department: $1,400,000.00
• Orthopedics Department: $300,000.00

The total combined civilian pay budget before the fiscal year begins is therefore: $3,100,000.00.

Depending on whether the question refers to the aggregate for all departments, this sum can be used for further analysis. Assuming the primary focus is on the primary care department, the budget projection based on the data set indicates actual pay per pay period, which we will analyze for variance from the initial budget.

Data Analysis and Visualization

A pivot table was created utilizing the pay period data for the primary care department. The pivot chart generated is a combo bar graph comparing actual pay per period against the 'straight-line' budget projection. The visualization highlights periods where expenditures exceeded or fell below the projected line, providing a clear visual cue for managers to identify periods of overspending or savings.

The graph indicates fluctuating expenditure patterns, with some pay periods exceeding the budgeted values, notably Pay Periods 8, 9, and 19, which show significant variances. Conversely, periods like 14 and 15 demonstrate below-budget spending, suggesting potential for re-allocation or savings.

Strategic Recommendations

1. Enhanced Budget Monitoring: Regular review of actual pay in comparison to projections should be instituted. Implementing automated alerts for periods exceeding budget thresholds can help prevent overspending.
2. Resource Allocation Adjustments: During periods where pay exceeds projections, consider adjusting staffing or resource deployment to balance expenditures.
3. Forecast Refinement: Use historical data from the pivot chart to refine future pay period projections, incorporating trends and anomalies identified.
4. Staffing Optimization: Evaluate staffing levels during high expenditure periods to identify opportunities for cost-saving measures without compromising care quality.
5. Data-Driven Decision-Making: Leverage graphical and statistical insights to inform ongoing budgeting processes, ensuring alignment with overall fiscal goals.

Conclusion

The analysis underscores the importance of diligent budget oversight and proactive management strategies to optimize civilian pay expenditures at Keller Army Hospital. The combined use of pivot tables and visual analytics provides a robust overview aiding strategic decision-making, thereby supporting financial sustainability and operational efficiency.

References

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