| Reason For +/- 5% Variance From Budget |
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No explanation required
No explanation of staffing hours was required if the unit's actual worked hours were within +/- 5% of the 2015 submitted unit staffing plan.
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Fluctuating day to day census
The number of patients on the patient care unit varied significantly from day to day impacting the overall actual staffing hours provided in 2015.
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Lower daily census than planned
The actual average number of patients per day on the unit was less than the planned average patients per day submitted in the displayed 2015 staffing plan.
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Higher daily census than planned
The actual average number of patients per day on the unit was greater than the planned average patients per day in the displayed 2015 staffing plan.
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Higher patient care needs than planned
The average patient required more care than expected and that took more staff than the displayed 2015 staffing plan.
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Lower patient care needs than planned
The average patient required less care than expected and that took less staff than the displayed 2015 staffing plan.
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Staff vacancies
The unit had more job openings than planned and that impacted the average staffing hours on the unit.
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Adjusted for patient care needs
The average actual patient care requirements were different than what was submitted in the 2015 unit staffing plan.
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X |
Minimum fixed staffing requirements
A minimal level of staffing is required on each unit regardless of the number of patients or their care needs. Adjusting to a minimum fixed staffing level increases staffing care hours.
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Care delivery model changes
The way in which direct care staff are assigned to care for patients changed.
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X |
Increased 1:1 staffing requirements
The number of patients on this unit requiring one nurse assigned to one patient was higher than planned.
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Closure of unit
The unit was closed at some point and that impacted overall staffing hours.
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Not admitting to beds due to staffing
Patients were not admitted to the unit because there were lower staffing levels on the unit than planned.
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Increased census to telemetry patients
The number of patients requiring cardiac monitoring was higher than the 2015 staffing plan.
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X |
Plan based on high needs in critical care
The 2015 critical care staffing plan based staffing on high acuity or patient care requirements.
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Increased staff hours to facilitate admissions and discharges
This unit required more staffing than expected because of the number of patients being admitted and discharged from the unit each day.
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Change in patient mix
The actual type of patients admitted on this unit was different from the development of the 2015 staffing plan requirements.
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| Other Reasons for +/- 5% Variance |
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| Additional Comments |
| Spring/Summer 2016 we changed the model of care delivery. Monitor technicians were hired due to the increase of telemetry units. Formerly, the charge/resource nurse was responsible for management of telemetry. With the addition of the monitor techs, who are not part of the direct patient care hour statistics, the charge nurse can focus on admissions, patient care, and patient flow.
Unit 3North staff and Unit 2North staff (both combined medical surgical units) are assigned to either unit, based on patient care needs, activity levels (number of admissions, discharges, transfers, etc.), acuity, etc. Some tracking and assignment of hours between the two areas may have been missed. For this reason, in FY17, the units are combined under one cost center.
Assistant Director - administrative time is 8 hours per week - may be increased for special projects; Data Collector/QA activity averages 8 hours/week; Orientation/Education averages 16 hours/week
Interpreter Services available 24/7 Clinical Coordinators on duty from 2:30pm to 6:30am weekdays and 24 hour weekends and holidays |
