Staffing Cost: A Case Study
Using the information above 33.7 (8 hour) shifts is needed to provide adequate coverage on the unit. Assume the observation unit has established that a staffing mix of 65% RNs, 25% LPNs, and 10% NAs per day is required to meet the needs of the unit. To determine the number of persons needed per staff category simply multiply the number of shifts by the % of staff allocated per category and or per shift (Finkler, Jones, & Kovner, 2013). Using the information above the observation unit would need 20.6 RNs, 7.9 LPNs, and 3.2 NAs each day. Furthermore, the observation unit will also need establish a staffing standard. For example, the unit could allot for 45% staffing coverage for the day shift, 35% for evenings, and 20% for nights. In this case
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Staffing projections are based on unit volume (patients per day, length of stay, etc.), patient acuity, and average daily workload (Liberty University, 2015) Other factors such as nursing hours per patient day, non-productive time, and safe staff mix are factored together to determining the unit’s safe minimum staffing requirement (Finkler, Jones, & Kovner, 2013). Finalized staffing forecasts are then incorporated in the organizational budget. Nurse Managers do their due diligence to base minimum staffing figures on, current data, historical data and anticipated changes. However, occasionally a unit will meet unexpected staffing shortages. This is sometimes difficult to account for in the staffing budget. In effort to constrain the cost of overtime or need for contract personnel the nurse managers can first attempt to reallocate staff. Rearranging the schedule, using float pool staff and or per diem staff, or calling in staff on stand-by are reasonable methods for dealing with unexpected and short-term shortages. When the nurse manager anticipates a staffing shortage to be long lived a plan must be devised to temporarily increase staffing through external agencies until permanent staffing can be secured (Seo & Spetz, 2013). It is important for a nurse manager to be watchful of chronic understaffing as a frequent need for staff reallocations can be associated with increase nursing turnover, staff burnout, and poorer patient outcomes (Rahilly,
Staffing projections are based on unit volume (patients per day, length of stay, etc.), patient acuity, and average daily workload (Liberty University, 2015) Other factors such as nursing hours per patient day, non-productive time, and safe staff mix are factored together to determining the unit’s safe minimum staffing requirement (Finkler, Jones, & Kovner, 2013). Finalized staffing forecasts are then incorporated in the organizational budget. Nurse Managers do their due diligence to base minimum staffing figures on, current data, historical data and anticipated changes. However, occasionally a unit will meet unexpected staffing shortages. This is sometimes difficult to account for in the staffing budget. In effort to constrain the cost of overtime or need for contract personnel the nurse managers can first attempt to reallocate staff. Rearranging the schedule, using float pool staff and or per diem staff, or calling in staff on stand-by are reasonable methods for dealing with unexpected and short-term shortages. When the nurse manager anticipates a staffing shortage to be long lived a plan must be devised to temporarily increase staffing through external agencies until permanent staffing can be secured (Seo & Spetz, 2013). It is important for a nurse manager to be watchful of chronic understaffing as a frequent need for staff reallocations can be associated with increase nursing turnover, staff burnout, and poorer patient outcomes (Rahilly,