Monetary consequences | |
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(1) Hunter New England and Central Coast Primary Health Network | No monetizable consequences |
(2) GENERAL PRACTICES |
(a) Potential gross revenue from seeing extra patients per week (MBS 23 general consult = $38.75) | |||
---|---|---|---|
Extra patients per week (5 days) | Extra patients per year (52 weeks) | Potential annual gross revenue | |
Lowest | 0 | 0 | $0 |
Mid-point | 6 | 312 | $12 090 |
Highest | 12 | 624 | $24 180 |
(b1) Potential increase in gross revenue if practice nurse uses the half day of relief from lower order tasks to conduct health assessments and one form of care planning per health assessment (MBS item (703 + 721) OR (703 + 723)) | ||||
---|---|---|---|---|
MBS Item number | Revenue per assessment and plan | Reasonable number of tests performed per day/year [5 days × 52 weeks] | Potential annual gross revenue | |
Health assessment + GP management plan | 703 + 721 | $143.50 + $150.10 = $293.60 | 2 p/day × 5 days p/wk × 52 weeks = 520 | $152 672 |
Health assessment + team care arrangement | 703 + 723 | $143.50 + $118.95 = $262.45 | 2 p/day × 5 days p/wk × 52 weeks = 520 | $136 474 |
Total additional gross revenue per year | $136 474–$152 672 (midpoint = $144 573) |
(b2) Potential increases in gross revenue if instead of relieving the Practice Nurse, the MPA uses a portion of their 4 h of non-reception time to undertake additional billable clinical tests | ||||
---|---|---|---|---|
Test | MBS item numberb | Revenue per test | Reasonable number of tests performed per day/ year | Gross revenue per year |
Spirometry | 11505 | $42.80 | 2 p/day × 5 days p/wk × 52 weeks = 520 | $22 256 |
Audiometry | 11306 | $22.80 | 6 p/day × 5 days p/wk × 52 weeks = 1560 | $35 568 |
Pregnancy test | 73806 | $10.15 | 12 p/day × 5 days p/wk × 52 weeks = 3120 | $31 668 |
Electrocardiography | 11707 | $19.15 | 6 p/day × 5 days p/wk × 52 weeks = 1560 | $29 874 |
Ankle brachial index | 11610 | $66.30 | 8 p/day × 5 days p/wk × 52 weeks = 2080 | $137 904 |
Visual Acuity | 12326 | $52.00 | 4 p/day × 5 days p/wk × 52 weeks = 1040 | $54 080 |
Total additional gross revenue per year | $22 332–$137 904 |
(c) Potential net budget savings if the MPA backfilled the practice nurse (for half a day) whilst on annual and personal leave | |||
---|---|---|---|
Costs ($AUD) | Savings ($AUD) | ||
Over 20 days annual leave | |||
Casual practice nurse cost | Annual Cost of hiring a casual PN for a full day for 100% of annual leave (20 days), plus overheads | $10 897 | $2332 |
50% MPA and 50% casual receptionist | Cost of hiring casual receptionist to cover 50% of MPA day and a casual PN to cover the remaining 50% of the PN’s day, plus overheads | $8565 | |
Net saving | For 20 days per year (annual leave only) | [$10 897–$8565] | |
Net savings per day | For 20 days per year (annual and personal leave) | $117 | |
Over 35 days annual leave (20 days annual leave plus 15 days sick leave) | |||
Casual practice nurse cost | Annual Cost of hiring a casual Practice Nurse for 100% of annual leave (20 days) and 100% of personal leave (15 days) (plus overheads) | $19 069 | $4080 |
50% MPA and 50% casual receptionist | Cost of hiring casual receptionist to cover 50% of MPA day and a casual PN to cover the remaining 50% of the PN’s day, plus overheads | $14 989 | |
Net saving | For 35 days per year (annual and personal leave) | [$19 069–$14 989] | |
Net savings per day | For 35 days per year (annual and personal leave) | $117 | |
(3) GRADUATES | |||
There is currently no set award for MPAs within general practice. The survey revealed a range between no increase in pay to a $3 increase in pay. The following calculations are based on the mid-point in the range and the aspirational rate which is halfway between a receptionist and an enrolled Practice Nurse wage |
Per hour increase ($AUD) | Per week increase ($AUD)a | Per year increase ($AUD) | ||
---|---|---|---|---|
Wage increase | Aspirational | $3.00 | $114 | $5948 |
Mid-point | $1.50 | $57 | $2974 |