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Transcript of Staffing Nursing Management Report
7/30/2019 Staffing Nursing Management Report
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7/30/2019 Staffing Nursing Management Report
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STAFFING
process of determining and providing
the acceptable number and mix of
nursing personnel to produce a desired
level of care to meet the patients’demand
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Purpose
The purpose of all staffing activities is toprovide each nursing unit with anappropriate and acceptable number of workers in each category to perform thenursing tasks required. Too few or animproper mixture of nursing personnel willadversely affect the quality and quantity of work performed. Such situation can lead to
high rates of absenteeism and staffs turn-over resulting in low morale anddissatisfaction.
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Factors Affecting Staffing
the type, philosophy, objectives of thehospital and the nursing service.
the population served or kind of patients
served whether pay or charity. the number of patients and severity of
their illness-knowledge and ability of
nursing personnel are matched with the
actual care needs of patients
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availability and characteristics of thenursing staff, including education, level of preparation, mix of personnel, number and
position. administrative policies such as rotation,
weekends, and holiday off-duties.
standards of care desired which should be
available and clearly spelled out. layout of various nursing units and
resources available within the departmentsuch as adequate equipment, supplies,and materials
budget including the amount allotted tosalaries, fringe benefits, supplies, materialsand equipment
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professional activities and priorities in non-patient activities like involvement Iprofessional organizations, formal
educational development, participation inresearch and staff development.
teaching program or the extent of staff involvement in teaching activities.
expected hours of work per annum of eachemployee. This is influenced by 40 hour week law.
patterns of work schedule-traditional 5
days per week, 8 hours per day; 4 days aweek, ten hours per day and three days off;or 3 ½ days of 12 hours per day and 3 ½days off per week.
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STAFFING
INVOLVES:
A. SELECTION OF PERSONNEL
B. ASSIGNMENT SYSTEMS
C. DETERMINATION OF STAFFINGSCHEDULES
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SELECTION
OF
PER NNEL
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HRD : HUMAN RESOURCE DEPARTMENT INTERVIEW, HIRE
RECRUITMENT▪ PROCESS OF ENLISTING PERSONNEL FOR
EMPLOYMENT▪ PROCESS OF HIRING
ACTIVE RECRUITMENT ATTRACTION OFQUALIFIED APPLICANTS▪ RECOMMENDATIONS
▪ ADVERTISEMENT▪ POSTERS
▪ JOB FAIR
▪ INTERNET
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SELECTION OF PERSONNEL
1. SCREENING
3 UNDERLYING PHILOSIPIES OF
SCREENING PROCESS
○ 1. SCREEN OUT APPLICANTS WHO DONOT FIT THE COMPANY
○ 2.MANAGER SHOULD TRY TO FIT THE JOB
TO PROMISING APPLICANT
○ 3. FIT APPLICANT TO THE JOB
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SELECTION OF
PERSONNEL2. RESUMES
DEMOGRAPHIC INFORMATIONS
EDUCATIONAL BACKGROUND
WORK EXPERIENCES
○ DETERMINES APPLICANT’S MINIMAL
HIRING REQUIRMENT
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SELECTION OF
PERSONNEL3. INTERVIEW
○ FACE TO FACE CONTACT BETWEEN
APPLICANTS AND PERSON IN AUTHORITY
TO FILL IN THE POSITION PRE-EMPLOYMENT INTERVIEW
○ PURPOSES: TO
○ 1. OBTAIN INFORMATION
○ 2. GIVE INFORMATION
○ 3. DETERMINE IF APPLICANT MEETTHE
REQUIRMENT FOR THE POSITION
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SELECTION OF
PERSONNEL TYPES OF INTERVIEW
DIRECTIVE INTERVIEW▪ USE CLOSE ENDED
QUESTIONS
NON-DIRECTIVEINTERVIEW▪ APPLICANTS
NARRATES HIMSELF
GROUP INTERVIEW▪ SEVERAL APPLICANTS
ARE INTERVIEWEDTOGETHER
BOARD INTERVIEW▪ SELECTED MEMBEROF PERSONNELINTERVIEW APPLICANT
STRUCTURE
INTERVIEW▪ USES PRE-PREPARED
GUIDELINES FORINTERVIEW
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SELECTION OF
PERSONNEL4. TEST/EXAMINATIONS
MEASURES:
○ CLERICAL & MECHANICAL APTITUDES
KNOWLEDGE SKILLS
○ GENERAL INTELLIGENCE
○ MENTAL, PERCEPTUAL & PSYCHOMOTOR
ABILITIES
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TYPES OF TEST
APTITUDE TEST MEASURES CAPACITY ON POTENTIAL
ABILITY TO LEARN PSYCHOMOTOR
MEASURES STRENGTH ANDCOORDINATION PROFICIENCY MEASURES HOW WELL AN APPILCANT CAN
DO SIMPLE WORK
PSYCHOLOGICAL MEASURES PERSONALITY
CHARACTERISTICS
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ASSIGNMENT
SYSTEM
FOR STAFFING
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CASE METHOD
PATIENT ASSIGNED TO A NURSE
FOR TOTAL PATIENT CARE
1:1 NURSE/PATIENT RATIO
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TOTAL CARE/ CASE NURSING
HEAD NURSE
STAFF NURSE
PATIENT
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CASE METHOD
ADVANTAGES
CONSISTENCY OF
CARE FOR 1
WHOLE SHIFT
MORE
OPPORTUNITY TO
OBSERVE AND
MONITOR
PATIENT’SCONDITION
DISADVANTAGES
NURSE MAY NOT
HAVE SAME
PATIENT THE NEXT
DAY OF DUTY
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FUNCTIONAL NURSING
HEAD NURSE/SENIOR NURSE
NURSING
ASSISTANTHOUSE
KEEPINGTREATMENTMEDICATION
PATIENT
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FUNCTIONAL NURSING
HIERARCHIAL STRUCTUREPREDOMINATES
IMPLEMENTS SCIENTIFICMANAGEMENT
DIVIDES WORK TO BE DONE
MEDICATION NURSE TREATMENT NURSE
BEDSIDE NURSE
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TEAM NURSING
INTRODUCED IN 1950s DUE TO
SCARCITY OF RN’S AFTER WW II
BASED ON PHILOSOPHY OF GROUP
ACTION TO ACHIEVE GOAL
FEATURES:
NURSING CARE CONFERENCE
○ PURPOSE: DEVELOPMENT & REVISIONOF NCP
NURSING CARE PLAN
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TEAM NURSING
CHARGE NURSE
TEAM LEADER
NURSING STAFF
PATIENTS/CLIENTS
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TEAM NURSING
ADVANTAGES DISADVANTAGES
WORK SHARED WITHOTHERS
UNPERSONALIZED,FRAGMENTED
PATIENT CARE
COMPLEX
COMMUNICATION ACCOUNTABILITY AND
RESPONSIBILTY
SHARED WITH
OTHERS
CAUSECONFUSION
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PRIMARY NURSING
RN GIVES TOTAL CARE TO 4- 6PATIENTS WHILE ON DUTY
PRIMARY NURSE RESPONSIBLE FOR THE CARE OF THE
PATIENT x 24 HOURS THROUGH OUTHOSPITALIZATION
ASSOCIATE NURSE CARE FOR THE PATIENTS USING THE CARE
PLAN DEVELOPED BY THE PN WHEN PNIS OFF DUTY
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PRIMARY NURSING
PHYSICIAN HEAD NURSEHOSP. & COMM.
RESOURCES
PRIMARY NURSE
PATIENT
SRCONDARY
NURSE
PM
SECONDARY ASST.
NURSE
NIGHT
SECONDARY
ASST. NURSE
RELIEVER
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PRIMARY NURSING
ADVANTAGES DISADVANTAGES
DEVELOPED TRUSTINGRELATIONSHIP
BETWEEN RN & PATIENT
AND FAMILY
DEFINED
ACCOUNTABILITY &
RESPONSIBILITY
HOLISTIC/CONTINUITYOF CARE
HIGH COST HIGHERRN SKILL
PROXIMITY OF
PATIENT ASSIGMENT
OVERLAPPING OF
STAFF FUNCTION
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MODULAR OR DISTRICTNURSING MODIFICATION OF TEAM & PRIMARY
NURSING DIVIDES AREA INTO MODULE/GROUP OF
PATIENT
EACH MODULE CARED BY A TEAM NURSE
A KIND OF TEAM NURSING RN PLAN THE CARE
DELIVER CARE
DIRECTS PARAPROFESSIONALS ONTECHNICAL ASPECTS OF CARE
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MODULAR NURSING
ADVANTAGES
INCREASED CONTINUITY AND QUALITY
OF CARE
MORE TIME SPENT IN DELIVERY OF
CARE
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STAFFINGSCHEDULES
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SCHEDULE
TIMETABLE SHOWING PLANNED
WORK DAYS AND SHIFT
SCHEDULING
ASSIGNING WORK AND OFF DAYS TO
NURSING PERSONNEL TO ASSURE
ADEQUATE PATIENT CARE
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STAFFING SCHEDULES
CENTRALIZEDSCHEDULING
DECENTEALIZEDSTAFFING
SELFSCHEDULING COORDINATED BY
NURSES AND
OTHERSTAFFCLLECTIVELYDEVELOP ANDIMPLEMENT WORKSCHEDULE, TAKINGPOLICIES ANDVARIABLES AFFECTINGSTAFFING INTOCONSIDERATION
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STAFFING SCHEDULES
ROTATINGWORKSHIFT DAY OR AM SHIFT
EVENING SHIFT
NIGHT SHIFT
PERMANENT SHIFT
BLOCK ORCYCLICAL
USES SAMESCHEDULEREPEATEDLY
REPEATED EVERY 6WEEKS
VARIABLE STAFFING USES PATIENT
NEEDS TODETERMINE THENUMBER AND MIX OFSTAFF
TIME MEASURESDONE FOR DIRECT
AND INDIRECTPATIENT CARE
EIGHT HOUR SHIFT,5 DAY WORK WEEK
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STAFFING SCHEDULES
TEN HOUR DAY, FOURDAY WORK WEEK
TEN HOUR SHIFT,SEVEN-DAYWORKWEEK
7-70 PLAN 10 HOUR SHIFT 7 DAYS A
WEEK, FOLLOWED BY 7CONSECUTIVE DAYS OFF
TWO TEAKS ALTERNATEWEEKS
NO ROTATION OF SHIFT
TWELVE HOUR SHIFT,SEVEN DAYWORKWEEK
BAYLOR PLAN INTRODUCED IN BAYLOR
UNIVERSITY MEDICAL
CENTER IN DALLAS,TEXAS▪ USES 2 DAYS
ALTERNATIVE PLAN
▪ NURSES OPTION FORWORK▪ TWO 12 HOUR DAYS ON
THE WEEKENDS TO BE
PAID FOR 36 HOURS FOR
DAY SHIFT
40 HOURS FOR NIGHTSHIFT
▪ FIVE 8 HOUR SHIFT
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PATIENT CLASSIFICATIONSYSTEM
************************ PURPOSES
QUANTIFY THEQUALITY OF NURSING
CARE BY MATCHING
PATIENTS’ NEEDS TO
NUMBER AND KIND OFNURSING PERSONNEL
USING TIME AS THE
UNIT OF MEASURE
FOR STAFFING PROGRAM COSTING
AND FORMULATINGBUDGET
TRACK CHANGES IN
PATIENT CAREMETHODS
DETERMINE VALUESFOR PRODUCTIVITYEQUATION
DETERMINE QUALITY
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PATIENT CLASSIFICATION
SYSTEM NURSE MANAGER MUST DETERMINE
THE FOLLOWING NUMBER OF CATEGORIES IN WHICH
PATIENT SHOULD BE DIVIDED
CHARACTERISTIC OF PATIENTS/CATEGORY
TYPE AND NUMBER OF CAREPROCEDURES NEEDED BY PATIEN
/CATEGORY
TIME NEEDED TO PERFORM THEPROCEDURES
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PATIENT CARE
CLASSIFICATION SYSTEM
LEVELS OF CARE NCH NEEDED /DAY RATIO OF PROF. TONON-PROFESSIONALS
LEVEL I - SELF CARE
OR MINIMAL CARE
1.5 55:45
LEVEL II – MODERATE
OR INTERMEDIATE
3.0 60:40
LEVEL III – TOTAL OR
INTENSIVE CARE
4.5 65:35
KLEVEL IV – HIGHLY
SPECIALIZED OR
CRITICAL CARE
6.0
7 or higher
70:30
80:20
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PATIENT CARE
CLASSIFICATION SYSTEM
LEVEL I: Minimal Care or Self care
Can take a bath on his own
Perform ADL on his own
Patient about to be discharge
Non-emergency cases
Do not exhibit unusual symptoms
Requires little treatment
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PATIENT CARE
CLASSIFICATION SYSTEM
LEVEL II: Intermediate or Moderate Care
Needs assistance in bathing, feeding or
ambulating for short periods of time
Extreme symptoms have subsided or yet toappear
Have slight emotional needs
With IVF or BT
Semi-conscious Have some psychosocial or social problem
Periodic treatment, observation
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PATIENT CARE
CLASSIFICATION SYSTEM
LEVEL III: Intensive, Total, Complete Care
Completely dependent on nursing personnel
On continuous O2 therapy
With chest or abdominal tubes Requires close observations
LEVEL IV: Highly Specialized Critical Care
Needs continuous treatment & observations
VS q 15 minutes
Hourly I & O
Significant changes in Doctor’s order
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PERCENTAGE OF PATIENT AT VARIOUSLEVEL OF CARE/TYPE OF HOSPITAL
TYPE OFHOSPITAL
MINIMALCARE
MODERATECARE
INTENSIVECARE
HIGHLYSPECIALIZED CARE
PRIMARY 70 25 5 -
SECONDAR
Y
65 30 5 -
TERTIARY 30 45 15 10
SPECIAL
TERTIARY
10 25 45 20
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COMPUTING FOR NUMBER OFNURSING PERSONNEL NEEDED
Ensure that there is sufficient staff to:
Cover all shifts
Off duties
Holidays
Leaves
Absences
Time for staff development
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COMPUTING FOR NUMBER OF
NURSING PERSONNEL NEEDED
RA 5901: Forty-Hour Week Law EMPLOYEES WILL WORK 40 HOURS/WEEK
FOR:
▪ Hospitals with 100 bed capacity or more▪ Community population with at least 1 million
population
However;
ANURSE WILL RENDER 48 HOURS/WEEKWITH ONLY I DAY OOF DUTY A WEEK IF
▪ Hospitals with less than 1oo bed capacity
▪ Communities with less than 1 million population
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STAFFING
CIVIL SERVICE COMMISSION MEMORANDUMCIRCULAR NO. 6 SERIES OF 1966
GOVERNMENT EMPLOYEES ARE GRANTED 3DAYS WHICH MAY BE SPENT FOR: BIRTHDAY
WEDDINGS ANNIVERSARIES
FUNERAL
RELOCATION
ENROLLMENT/GRADUATION LEAVE
HOSPITALIZATION
ACCIDENT LEAVE
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RIGHTS ANDPRIVELEGES OF
PERSONNEL/YEAR
48 WORKINGHOURS /WEEK
40 WORKING HOUR/WEEK
1. Vacation Leave
2. Sick leave
3. Legal holidays
4. Special holidays
5. Special privileges
6. Off duties/ RA 59107. Continuing
Education Program
15
15
10
2
3
1043
15
15
10
2
3
523
Total Non-working
days/year
Total Working
days/year
Total Working
hours/year
152
213
1,704
100
265
2,12o
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STAFFING FORMULA
1. Categorize the number of patientsaccording to the levels of care needed. Multiply total # of patient by % of patient at
each Level of Care
Ex. Find the # of Nursing Personnel needed for 250 bed capacity in a tertiary hospital
▪ 250 patients x .30 = 75 patients needing minimalcare – L1
▪ 250 patients x .45 = 112.5 patient needingmoderate care – L2
▪ 250 patients x .15 = 37.5 patients need intensivecare – L3
▪ 250 patients x .01 = 25 patients needed highlyspecialized nursing care – L4
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Staffing formula
2. Find the # of NCH needed by patients at each levelof care /day▪ A. find the number of patients at each level by the
average number of NCH needed/day
▪ B. get the sum of NCH needed at various level
75 patients x 1.5 NCH needed at Level I = 112.5 112.5 patients x 3 NCH needed at Level II = 337.5
37.5 patients x 4.5 NCH needed at level III= 168.75
25 patients x 6 NCH needed at Level IV = 150
_______
total 768.75
NCH/day
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STAFFING FORMULA
3. Find the total NCH needed by given no.of patient or bed capacity/ year total NCH needed/day x total number of
days in a year
768.75 x 365 days/year = 280,593.75 NCH/year
4. Find the actual working hours renderedby each nursing personnel per year
8 hours x 213 working day/year = 1,704working hours/year
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STAFFING FORMULA
5. Find the total # of nursing personnel needed Total NCH /year = 280,593.75 = 165 TNP
working hrs/year 1,704
Find the number of reliever ▪ Total Nsg. Personnel x 0.15 (For those working 40
hours a week) = 165 x 0.15 = 25
▪ total Nsg. Personnel x 0.12 (For those working 48 hoursa week)
Add no. of relievers to no. of nursing personnelneeded
▪ 165 + 25 = 190 nursing care personnel needed
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STAFFING FORMULA
6. Categorize as to professional and non-professional personnel
Ratio of professional to non-professional in tertiaryhospital is 65:35
▪ 190 x .65 = 124 professional nurses
▪ 190 x .35 = 66 nursing attendants
7. Distribute by shift 124 nurses x .45 = 56 nurses on AM shift
124 nurses x .37 = 46 nurses on PM shift
124 nurses x .18 = 22 nurses on night shift
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STAFFING FORMULA
7. Distribute nursing attendants/ shift
66 nursing attendant x .45 = 30 nsg.
Attendant AM shift
66 nursing attendant x .37 = 24 nsg. Attendant PM shift
66 nursing attendant x .18 = 12 nsg.
attendant
NCH/ ti t / d di
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NCH/ patient / day : according
to classification/unit
The Hospital Nursing Service
Administration Manual of DOH has
recommended the following NCH for
patients in various nursing units of hospitals
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-------------------------------------
-----CASES NCH/PT/DAY PROF TO NONPROF
RATIO
1. GENERAL
MEDICINE
3.5 60:40
2. MEDICAL 3.4 60:40
3. SURGICAL 3.4 60:40
4. OBSTETRICS 3.0 60:40
5. PEDIATRICS 4.6 70:30
6. PATHOLIGIC
NURSERY
2.8 55:45
7. ER/ICU/RR 6.0 70:30
8. CCU 6.0 80:20