Benchmark – Staffing Matrix and Reflection

Benchmark – Staffing Matrix and Reflection

Scenario: You are the nurse leader of a 30-bed medical surgical unit and have to account for all staffing, including any discrepancies. Using sound financial management principles, complete the “Staffing Matrix” (COMPLETED AND ATTACHED)

After completing the matrix, compose an 1,000-1,250-word reflection answering the following questions:

1. Why is it important to use a staffing matrix in your health care setting?

 

1. Briefly describe your staffing matrix. How many FTEs (full-time equivalent) on the staffing roster are required to cover daily needs? What units of services or work measurement did you use and why? What financial management principles did you use to determine your staffing matrix?

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1. Explain how you adjusted your staffing based on changes in the patient census.

 

1. You receive your financial report for the month. You have used more FTEs than what was budgeted for your census. How will you make up the variance? How would you reallocate resources to make up for the variance and still comply with guidelines? Benchmark – Staffing Matrix and Reflection

• Include two to four peer-reviewed references in your essay, including the textbook: Penner, S.J., 2016. Economics and financial management for nurses and nurse leaders. Springer Publishing Company.

Prepare according to the guidelines found in the APA Style Guide 7^th edition.

This assignment uses a rubric (Below). Please review the rubric prior to beginning the assignment to become familiar with the expectations. 

Benchmark – Staffing Matrix and Reflection – Rubric

Importance of a Staffing Matrix

10 points

Criteria Description

Importance of a Staffing Matrix

5. Excellent

10 points

The reflection substantially describes why it is important to use a staffing matrix in a health care setting.

4. Good

9.2 points

The reflection clearly describes why it is important to use a staffing matrix in a health care setting.

3. Satisfactory

8.8 points

The reflection provides a basic description of why it is important to use a staffing matrix in a health care setting.

2. Less Than Satisfactory

8 points

The reflection does not sufficiently describe why it is important to use a staffing matrix in a health care setting.

1. Unsatisfactory

0 points

The reflection provides an incomplete description of why it is important to use a staffing matrix in a health care setting. Benchmark – Staffing Matrix and Reflection

Staffing Matrix Description (C6.4)

10 points

Criteria Description

Staffing Matrix Description (C6.4)

5. Excellent

10 points

The reflection comprehensively describes the staffing matrix, how many FTEs should be on the staffing roster to cover daily needs, the units of services or work measurement that were used, and the financial management principles that were used to determine the staffing matrix.

4. Good

9.2 points

The reflection thoroughly describes the staffing matrix, how many FTEs should be on the staffing roster to cover daily needs, the units of services or work measurement that were used, and the financial management principles that were used to determine the staffing matrix.

3. Satisfactory

8.8 points

The reflection clearly describes the staffing matrix, how many FTEs should be on the staffing roster to cover daily needs, the units of services or work measurement that were used, and the financial management principles that were used to determine the staffing matrix.

2. Less Than Satisfactory

8 points

The reflection vaguely describes the staffing matrix, how many FTEs should be on the staffing roster to cover daily needs, the units of services or work measurement that were used, and the financial management principles that were used to determine the staffing matrix.

1. Unsatisfactory

0 points

The reflection does not adequately describe the staffing matrix, FTEs should be on the staffing roster to cover daily needs, the units of services or work measurement that were used, and the financial management principles that were used to determine the staffing matrix.

Staffing Adjustments

10 points

Criteria Description

Staffing Adjustments

5. Excellent

10 points

The reflection thoroughly explains what adjustments were made to the staffing based on changes in the patient census.

4. Good

9.2 points

The reflection comprehensively explains what adjustments were made to the staffing based on changes in the patient census.

3. Satisfactory

8.8 points

The reflection clearly explains what adjustments were made to the staffing based on changes in the patient census.

2. Less Than Satisfactory

8 points

The reflection vaguely explains what adjustments were made to the staffing based on changes in the patient census.

1. Unsatisfactory

0 points

The reflection does not adequately explain what adjustments were made to the staffing based on changes in the patient census.

Variance

10 points

Criteria Description

Variance

5. Excellent

10 points

The essay includes a credible description about what will help make up the variance along with how to reallocate resources to make up for the variance while complying with guidelines.

4. Good

9.2 points

The essay includes a creative and realistic description about what will make up the variance, including how to reallocate resources to make up for the variance while complying with guidelines.

3. Satisfactory

8.8 points

The essay includes a realistic description about what will help make up the variance along with how to reallocate resources to make up for the variance while complying with guidelines.

2. Less Than Satisfactory

8 points

The essay includes a vague description about what will help make up the variance or how to reallocate resources to make up for the variance while complying with guidelines.

1. Unsatisfactory

0 points

The essay does not include a sufficient description about what will help make up the variance or how to reallocate resources to make up for the variance while complying with guidelines.

Matrix

30 points

Criteria Description

Matrix

5. Excellent

30 points

The matrix is completed with appropriate staffing numbers.

4. Good

27.6 points

Not Applicable

3. Satisfactory

26.4 points

The matrix is completed with mostly appropriate staffing numbers.

2. Less Than Satisfactory

24 points

Not Applicable

1. Unsatisfactory

0 points

The matrix is not completed with appropriate staffing numbers

Thesis Development and Purpose

7 points

Criteria Description

Thesis Development and Purpose

5. Excellent

7 points

Thesis is comprehensive and contains the essence of the paper. Thesis statement makes the purpose of the paper clear.

4. Good

6.44 points

Thesis is clear and forecasts the development of the paper. Thesis is descriptive and reflective of the arguments and appropriate to the purpose.

3. Satisfactory

6.16 points

Thesis is apparent and appropriate to purpose.

2. Less Than Satisfactory

5.6 points

Thesis is insufficiently developed or vague. Purpose is not clear.

1. Unsatisfactory

0 points

Paper lacks any discernible overall purpose or organizing claim.

Argument Logic and Construction

8 points

Criteria Description

Argument Logic and Construction

5. Excellent

8 points

Clear and convincing argument that presents a persuasive claim in a distinctive and compelling manner. All sources are authoritative.

4. Good

7.36 points

Argument shows logical progressions. Techniques of argumentation are evident. There is a smooth progression of claims from introduction to conclusion. Most sources are authoritative.

3. Satisfactory

7.04 points

Sufficient justification of claims is lacking. Argument lacks consistent unity. There are obvious flaws in the logic. Some sources have questionable credibility.

2. Less Than Satisfactory

6.4 points

Argument is orderly, but may have a few inconsistencies. The argument presents minimal justification of claims. Argument logically, but not thoroughly, supports the purpose. Sources used are credible. Introduction and conclusion bracket the thesis.

1. Unsatisfactory

0 points

Statement of purpose is not justified by the conclusion. The conclusion does not support the claim made. Argument is incoherent and uses noncredible sources. Benchmark – Staffing Matrix and Reflection

Mechanics of Writing (includes spelling, punctuation, grammar, language use)

5 points

Criteria Description

Mechanics of Writing (includes spelling, punctuation, grammar, language use)

5. Excellent

5 points

Writer is clearly in command of standard, written, academic English.

4. Good

4.6 points

Prose is largely free of mechanical errors, although a few may be present. The writer uses a variety of effective sentence structures and figures of speech.

3. Satisfactory

4.4 points

Some mechanical errors or typos are present, but they are not overly distracting to the reader. Correct and varied sentence structure and audience-appropriate language are employed.

2. Less Than Satisfactory

4 points

Frequent and repetitive mechanical errors distract the reader. Inconsistencies in language choice (register) or word choice are present. Sentence structure is correct but not varied.

1. Unsatisfactory

0 points

Surface errors are pervasive enough that they impede communication of meaning. Inappropriate word choice or sentence construction is used.

Paper Format (Use of appropriate style for the major and assignment)

5 points

Criteria Description

Paper Format (Use of appropriate style for the major and assignment)

5. Excellent

5 points

All format elements are correct.

4. Good

4.6 points

Template is fully used; There are virtually no errors in formatting style.

3. Satisfactory

4.4 points

Template is used, and formatting is correct, although some minor errors may be present.

2. Less Than Satisfactory

4 points

Template is used, but some elements are missing or mistaken; lack of control with formatting is apparent.

1. Unsatisfactory

0 points

Template is not used appropriately or documentation format is rarely followed correctly.

Documentation of Sources

5 points

Criteria Description

Documentation of Sources (citations, footnotes, references, bibliography, etc., as appropriate to assignment and style)

5. Excellent

5 points

Sources are completely and correctly documented, as appropriate to assignment and style, and format is free of error.

4. Good

4.6 points

Sources are documented, as appropriate to assignment and style, and format is mostly correct.

3. Satisfactory

4.4 points

Sources are documented, as appropriate to assignment and style, although some formatting errors may be present.

2. Less Than Satisfactory

4 points

Sources are not documented.

1. Unsatisfactory

0 points

Documentation of sources is inconsistent or incorrect, as appropriate to assignment and style, with numerous formatting errors.

Total 100 points

 

 

*EXAMPLE* Benchmark – Staffing Matrix and Reflection

Performance management of a healthcare institution depends on the efficient management of human resources. Having the availability of qualified personnel, productively working in the appropriate areas enhances both outcomes and quality of patient care (Thériault et al., 2019). The paper aims to discuss the benefit of adopting a staffing matrix in a healthcare setting, describes a staffing matrix plan and the changes that might be required compared to the patient census, and creating a variance report to reallocate resources according to needs.

Importance of a Staffing Matrix

A staffing matrix is an essential and indispensable aspect of the allocation and resource utilization within the healthcare setting. Numerous units adopt various staffing matrices to certify there are no replications within the unit’s employees and resources. The staffing matrices offer the advantage of providing a clear vision concerning the management of the unit’s personnel. Also, the requirements of the unit together with the policies of financial management and the allocation and resource utilization ((Dagestad & Grassley, 2019). Staffing matrix assists in determining and assigning the daily patient care and duties required in a nursing unit. It offers a clear image of the working personnel schedule to permit for an appropriate mix of nursing care to patients’ requirements instead of being reactive for each shift (Johnson-Carlson et al., 2017).

A staffing matrix assists in budget determination associated with human resources and allocation of finances and assists in preventing funds wastage. Financial principles are applied to obtain a more robust understanding of the allocation of the unit’s finances. Another importance of the staffing matrix is that it ensures enhanced patient care quality by providing highly skilled trained nursing personnel that equals patient’s understanding.

Staffing Matrix Description

The staffing matrix shown in the provided excel template lists the daily census for a week and achieves a 90% occupancy percentage. With staffing established at twelve hours shifts, the Full-Time Equivalent (FTE) direct nursing coverage aspect for a twenty-four hours duration is 4.7 nursing FTEs. Fixed staffing for this section comprises the manager, nursing in charge, and the health unit coordinator. Therefore, unit staffing will be based on the patient occupancy percentage, hours per patient day (HPPD) based on the patient understanding in this context approximated at 360, and a nurse-to-patient ratio based on patient acuity and occupancy. The initial five days of the matrix reduce the daily tally by one patient per day, commencing with 30 patients and reducing by one to 26 patients. Staffing on these five days could exhibit the requirement of one health unit coordinator (HUC), seven registered nurses (RNs) per shift, and three certified nursing assistants (CNAs). Skill blend is not a problem for the matrix since the primary nurses are RNs. The matrix will enable a nurse-to-patient ratio of one registered nurse to five patients (1:5), one RN as a resource and for patient admissions, release, and transfers (ATDs), and one CAN to ten patients (1:10). The remaining two days of the matrix on the patient a day reduces to 25 and 24 correspondingly. Staffing for the two days will result in a decline in RN and CNAs handling to six and two, respectively. The staffing decline will level the occupancy rate and continue to permit the same RN staffing ratio.

The usage of the staffing matrix should enable improved patient safety by ensuring adequate staffing and an additional increase of RN personnel. The RN will help when the need arises in the unit and allow the primary care RNs to remain on the unit instead of dealing with patient transfers. The staffing matrix improves staff morale and job satisfaction by minimizing the nurse-to-patient ratio. It will ensure that the nurse doesn’t consider they are being stretched to their limits. Hence, it can lead to colossal personnel retention, overcoming the need for agency nurses that will incur the unit a substantial budgetary cost. The financial management principles to design the matrix involves staffing (number of staff needed per day), patient capacity, and utilization in terms of HPPD.

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Staff Adjustments

Variations in patients’ numbers need changes to the staffing matrix. Patient census happens at midnight each night to reflect the minimal patient activity. Full patient bed capacity requires a single in-charge nurse, seven RNs, one resource RN, three CNAs, and one HUC. Staffing will differ depending on the daily patient acuity and number. To sustain the nurse-to- patient staffing ratio, a reduction of five patients will decline the RN personnel by one nurse. The nurse who isn’t required for the day might be shifted to another section or in charge of calls if patient acuity is required. Adjustments in inpatient acuity might be a patient on extracorporeal membrane oxygenation (ECMO) that would need a ratio of one nurse to two patients.

Budgetary issues also influence the staffing matrix. A minor patient census could demand a decline in staff or floating nurses to other sections or placement of nurses on-call when necessary. A nurse placed on-call approximately earns $5 per hour while receiving calls and earns time and a half when called in. such scenarios have two side effects on the budget. 1) personnel are paid for not going to work, meaning the funds coming from the budget minus productivity to account. 2) If the staff reports to work, they no longer earn at the base rate but are paid at a time and a half rate. It indicates that a nurse is usually paid $33 per hour, and currently, they will earn $49.50 per hour minus formerly accomplishing their forty hours to attain over time. Benchmark – Staffing Matrix and Reflection

Reallocation of Resources Based on Staffing Variance

Restructuring of personnel and alteration for variances are usually essential to continue within the budgetary limits for staffing. The initial step to make when encountering exploitation of FTEs is the evaluation of the staffing matrix to guarantee the in-charge nurse compliance with the unit plan for staffing to certify appropriate staffing resources are utilized based on the patient acuity and census. Personnel utilization for the suitable role should be reviewed since an individual could not desire an RN in the role of a sitter. In contrast, it will be more sensible to allocate the duty to the CAN. Another section that should be reviewed is the employee expenditure report. Actual performance should mirror the proper usage of HPPD over time. Direct care that is a surplus of HPPD might indicate the patient acuity is more significant than the original budget or nursing care isn’t being delivered correctly. Focus on the unit of service could also be needed. An upsurge or decline in inpatient days should reflect an effective incline or decline in personnel hours and expenditures (Penner, 2017).

Conclusion

Patient requirements and a balance of unit resources are crucial in the management of the staffing matrix. The nurse manager should balance the needs of each staff member, nurse to patient ratios, and suitably expert staff, and budget limits. Since all these factors might lead to frustrations, the development of a strong staffing matrix and continuous review for

 

 

 

 

 

 

 

 

References

Dagestad, A. J., & Grassley, S. (2019). Embracing Change by Moving Forward With an Activity-Based Staffing Matrix. Journal of Obstetric, Gynecologic & Neonatal Nursing, 48(3), S73.

Johnson-Carlson, P., Costanzo, C., & Kopetsky, D. (2017). Predictive staffing simulation model methodology. Nursing Economics, 35(4), 161.

Penner, S. J. (2017). Health policy and future trends. In Economics and Financial Management for Nurses and Nurse Leaders (3rd ed., Ch 15).

Thériault, M., Dubois, C. A., Borgès da Silva, R., & Prud’homme, A. (2019). Nurse staffing models in acute care: A descriptive study. Nursing open, 6(3), 1218-1229.

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