Benefit-Cost Analysis Case
Solving problems and making decisions
Background
As the Head Phlebotomist at the RD&E Wonford site I oversee the day to day running and supervision of 32 members of staff. 20 staff members are contracted, working between 12 and 37.5 hours per week and the remainder are bank workers working on an ad-hoc basis when required. Daily we have a minimum of 15 phlebotomists working throughout the site.
The role of the phlebotomist is primarily to obtain blood samples from inpatients and outpatients as requested by the doctors and clinical staff. To do this, requests are placed on an order communication system known to us as Medway. To access Medway every phlebotomist has their own laptop installed onto a portable trolley which is then wheeled from …show more content…
Sickness absences due to stress would decrease saving money on replacement bank staff.
The department would be able to make use of all the equipment available to them specifically during busier periods and for staff training.
The equipment would be safe.
Smaller faulty items could be replaced immediately maintaining continuity of use.
Delays on taking and testing samples would reduce resulting in few or no delays with patient treatment/procedures.
Phlebotomists would not need to contact the I.T service desk as often so reducing their workload.
Contingency plan would not need to be implemented saving time, money, staff stress and treatment delays.
Sickness absences have financial and health implications to other phlebotomists and the department.
The department has a total of 19 laptop packages. The financial cost to replace all the equipment would run into thousands of pounds which we do not have the budget …show more content…
If resolved by Head phlebotomist then explanation/training given to phlebotomist to show how. If resolved by engineer then explanation of how to see if Head could resolve in future.
Daily conversation and email between phlebotomist, Head phlebotomist and engineer to ensure problem permanently resolved or in the process of being resolved.
Regular monthly training with phlebotomists on how to look after equipment and easy steps on identifying and possibly resolving reasonably simple issues.
Head phlebotomist, phlebotomists, I.T engineers
Head phlebotomist to arrange and chair a team meeting to discuss requirements and identify any one to one training.
3rd Wednesday morning of each month before start of shift at 7.50am.
Time to complete the meeting and any training required. Head and deputy head phlebotomist to be competent and confident in I.T to answer questions and assist with training.
Head and deputy head phlebotomists to liaise with any team member that had questions or needed training within 2 days of the meeting to ensure phlebotomist is now confident and understands how to resolve some issues.
Regular feedback to relevant areas regarding outcome of each stage
Background
As the Head Phlebotomist at the RD&E Wonford site I oversee the day to day running and supervision of 32 members of staff. 20 staff members are contracted, working between 12 and 37.5 hours per week and the remainder are bank workers working on an ad-hoc basis when required. Daily we have a minimum of 15 phlebotomists working throughout the site.
The role of the phlebotomist is primarily to obtain blood samples from inpatients and outpatients as requested by the doctors and clinical staff. To do this, requests are placed on an order communication system known to us as Medway. To access Medway every phlebotomist has their own laptop installed onto a portable trolley which is then wheeled from …show more content…
Sickness absences due to stress would decrease saving money on replacement bank staff.
The department would be able to make use of all the equipment available to them specifically during busier periods and for staff training.
The equipment would be safe.
Smaller faulty items could be replaced immediately maintaining continuity of use.
Delays on taking and testing samples would reduce resulting in few or no delays with patient treatment/procedures.
Phlebotomists would not need to contact the I.T service desk as often so reducing their workload.
Contingency plan would not need to be implemented saving time, money, staff stress and treatment delays.
Sickness absences have financial and health implications to other phlebotomists and the department.
The department has a total of 19 laptop packages. The financial cost to replace all the equipment would run into thousands of pounds which we do not have the budget …show more content…
If resolved by Head phlebotomist then explanation/training given to phlebotomist to show how. If resolved by engineer then explanation of how to see if Head could resolve in future.
Daily conversation and email between phlebotomist, Head phlebotomist and engineer to ensure problem permanently resolved or in the process of being resolved.
Regular monthly training with phlebotomists on how to look after equipment and easy steps on identifying and possibly resolving reasonably simple issues.
Head phlebotomist, phlebotomists, I.T engineers
Head phlebotomist to arrange and chair a team meeting to discuss requirements and identify any one to one training.
3rd Wednesday morning of each month before start of shift at 7.50am.
Time to complete the meeting and any training required. Head and deputy head phlebotomist to be competent and confident in I.T to answer questions and assist with training.
Head and deputy head phlebotomists to liaise with any team member that had questions or needed training within 2 days of the meeting to ensure phlebotomist is now confident and understands how to resolve some issues.
Regular feedback to relevant areas regarding outcome of each stage