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TABLE EX 7.2 Departments RN Minutes LPN Minutes NA Minutes - a. Assuming an 85 percent utilization level and that everything else is constant, how many RN FTEs should be hired to satisfy the patient demand in each unit? b. The FTEs hired for SURG, MED, PEDS, and OB/GYN are scheduled for eight-hour shifts on a 5/40 plan, and they will get ten holidays, six sick days, and fifteen paid vacation days per year. How does this information affect your staffing? c. The FTES hired for the RCU and CCU are to be scheduled for ten-hour shifts on a 4/40 plan, and RCU and CCU nurses get the same benefits as do other unit nurses. How does this information affect your FTEs? 7.7 For Famous Healthcare System (FHS), consultants from O&A determined the average daily patient demand for various nursing professionals. Table EX 7.7 depicts the average number of minutes for Registered Nurses (RNs), Licensed Practical Nurses (LPNs), and Nursing Aides (NAs) needed daily in various patient care departments of FHS. RCU RCU Ccu Surgical Medical Pediatric OB/GYN 7,000 8,000 8,500 9,000 7,500 6,500. The utilization rates for RNs, LPNs, and NAs should be 85 percent, 80 percent, and 75 percent, respectively. The benefit package for RNs at FHS includes seven holidays, five sick days, and eighteen paid vacation days per year. The benefit package for NAs has seven holidays, five sick days, and ten paid vacation days per year.

Paper For Above instruction

The detailed analysis of healthcare staffing requirements is critical for ensuring optimal patient care, operational efficiency, and financial sustainability within healthcare organizations. This paper systematically addresses the calculated staffing metrics based on provided procedures, volumes, and operational parameters, integrating standard hours, support, and fringe benefits to determine the necessary Full-Time Equivalents (FTEs) and related staffing levels.

Introduction

Healthcare staffing involves complex calculations that consider service volumes, procedural durations, support activities, and benefits to meet designated utilization targets. Effective workforce planning ensures resources match patient demand, maintaining quality care while controlling costs. The initial data provided includes procedure volumes, standard hours, and support times, requiring a structured approach to deriving staffing metrics.

Standard Hours per Month and Total Required Hours

To calculate the standard hours per month, the volume of procedures multiplied by the standard hours per procedure must be considered. For instance, given a procedure volume of 1,494 with an individual standard time of 0.75 hours, the total procedural hours are computed as:

• Procedural hours = Procedure volume × Standard hours per procedure = 1,494 × 0.75 = 1,120.5 hours.

Adding indirect support time of 0.20 hours per procedure results in additional support hours:

• Support hours = Procedural volume × Support time = 1,494 × 0.20 = 298.8 hours.

The total hours before normalization encompass both procedural and support hours, totaling approximately 1,419.3 hours. Considering the target utilization rate of 85%, the normalized hours, or effective operational hours, are:

• Normalized hours = Total hours / Utilization rate = 1,419.3 / 0.85 ≈ 1,670 hours.

Furthermore, incorporating administrative hours (average 10 hours/day), and fringe benefits (10%), the total required hours increase to cover all operational aspects.

Calculating FTEs and Support Needs

The FTEs required are derived by dividing total required hours by the standard working hours per month, typically considered as 160 hours (assuming a 40-hour workweek over four weeks). For example:

• FTEs = Total required hours / Standard hours per FTE = 1,670 / 160 ≈ 10.44 FTEs.

Adjusting for fringe benefits (10%) increases the FTEs proportionally:

• Adjusted FTEs = 10.44 × 1.10 ≈ 11.49 FTEs.

Outpatient Service and Turnaround Time Analysis

In outpatient settings, standard times for pre- and post-examination processing are recalculated by excluding patient wait times. For 1,800 patient visits, total monthly hours are estimated based on per-visit processing times, ensuring resource adequacy. Utilizing the same approach, staffing levels are adjusted considering the target utilization rate of 80%, indirect support time, and administrative hours.

Laboratory Test Turnaround Times and Equipment Utilization

Estimations for handling stat laboratory tests involve analyzing turnaround times and machine capacities. If the monthly test volume exceeds the machine capacity, additional shifts or equipment are required. Time per day, converted into annual staffing plans, determines the number of technologists and supporting staff needed, factoring in scheduled holidays and benefits.

Specialized Nursing Staffing

The staffing for specialized units such as Surgical, Medical, Pediatric, and OB/GYN departments depends on daily patient volume, average minutes per patient, and utilization rates. Calculating RN FTEs involves dividing total daily minutes by standard shift minutes (assumed to be 480 minutes for an eight-hour shift), adjusting for scheduled days off, holidays, sick leave, and benefits. For example, in a typical 5/40 plan with ten holidays and six sick days, full-time staffing ensures coverage without overextending resources.

Impact of Scheduling and Benefits

Changes in shift length (e.g., ten-hour shifts) and benefits packages significantly influence staffing calculations. Longer shifts may reduce the number of required FTEs but might impact staff fatigue and patient safety. Conversely, more days off and paid leave extend total staffing requirements if shifts are longer or coverage is needed consistently.

Conclusion

Effective healthcare workforce planning incorporates detailed calculations of procedural times, support activities, patient demand, and benefits. By systematically analyzing operational data and applying utilization rates, healthcare organizations can optimize staffing levels, ensure high-quality patient care, and maintain operational efficiency. Future planning should also consider technological advancements, process improvements, and evolving patient care needs to sustain workforce adequacy.

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