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Accounting practices and principles are at the heart of a manager’s role. To understand the needs of operating a department, it is necessary to understand the importance of accounting in identifying operational needs.
Review Materia (WEEK 4)l: Annualizing Staffing worksheet (SEE ATTACHMENT) and Chapter 9 (IF NEEDED)
Write a 800- to 950-word paper, identifying the role of the health care manager, comparing productive and nonproductive time. Consider the following:
·
How are costs tied to staffing?
· What is the difference between the annualized method and the scheduled-position method?
· Why annualize staffing?
· What is the benefit of recording productive and nonproductive time, if at all?
Cite at least two sources other than your text with reference page.
Format your paper consistent with APA guidelines.
NO PLAGIARISM
Post paper as an attachment.
95
S t a ffing:
The Manager’
s
Responsibili ty 9
C H A P T E R
STAFFING REQUIREMENTS
In most businesses, a position is filled if the employee
works five days a week, generally Monday through Friday
.
But in health care, many positions must be filled, or cov-
ered, all seven days of the week. Furthermore, in most
businesses, a position is filled for that day if the employee
works an eight-hour day—from 9:00 to 5:00, for example.
But in health care, many positions must also be filled, or
covered, 24 hours a day. The patients need care on Sat-
urday and Sunday, as well as Monday through Friday, and
patients need care around the clock, 24 hours a day.
Thus, healthcare employees work in shifts. The shifts are
often eight-hour shifts, because three such shifts times eight
hours apiece equals 24-hour coverage. Some facilities have
gone to 12-hour shifts. In their case, two 12-hour shifts
equal 24-hour coverage. The manager is responsible for
seeing that an employee is present and working for each po-
sition and for every shift required for that position. There-
fore, it is necessary to understand and use the staffing
measurement known as the full-time equivalent (FTE). Two
different approaches are used to compute FTEs: the annu-
alizing method and the scheduled-position method. Full-
time equivalent is a measure to express the equivalent of an
employee (annualized) or a position (staffed) for the full
time required. We examine both methods in this chapter.
FTES FOR ANNUALIZING POSITIONS
Why Annualize?
Annualizing is necessary because each employee that
is eligible for benefits (such as vacation days) will not be
on duty for the full number of hours paid for by the
After completing this chapter,
you should be able to
1. Understand the differen
ce
between productive time and
nonproductive time.
2. Understand computing full-
time equivalents to annualize
staff positions.
3. Understand computing full-
time equivalents to fill a
scheduled position.
4. Tie cost to staffing.
P r o g r e s s N o t e s
96 CHAPTER 9 Staffing: The Manager’s Responsibility
organization. Annualizing thus allows the full cost of the position to be computed through
a burden approach. In the burden approach, the net hours desired are inflated, or bur-
dened, in order to arrive at the gross number of paid hours that will be needed to obtain
the desired number of net hours on duty from the employee.
Productive versus Nonproductive Time
Productive time actually equates to the employee’s net hours on duty when performing the
functions in his or her job description. Nonproductive time is paid-for time when the em-
ployee is not on duty: that is, not producing and therefore “nonproductive.” Paid-for vaca-
tion days, holidays, personal leave days, and/or sick days are all nonproductive time.1
Exhibit 9-1 illustrates productive time (net days when on duty) versus nonproductive
time (additional days paid for but not worked). In Exhibit 9-1, Bob, the security guard, is
Exhibit 9–1 Metropolis Clinic Security Guard Staffing
The Metropolis laboratory area has its own security guard from 8:30 AM to 4:30 PM seven
days per week. Bob, the security guard for the clinic area, is a full-time Metropolis
employee.
He works as follows:
1. The area assigned to Bob is covered seven days per week for every week of the year.
Therefore,
Total days in business year 364
2. Bob doesn’t work on weekends (104)
(2 days per week � 52 weeks = 104 days)
Bob’s paid days total per year amount to 26
0
(5 days per week � 52 weeks = 260 days)
3. During the year Bob gets paid for:
Holidays 9
Sick days 7
Vacation days 7
Education days 2
(25)
4. Net paid days Bob actually works 235
Jim, a police officer, works part time as a security guard for the Metropolis laboratory
area. Jim works on the days when Bob is off, including:
Weekends 1
04
Bob’s holidays 9
Bob’s sick days 7
Bob’s vacation days 7
Bob’s education days 2
129
5. Paid days Jim works 129
6. Total days lab area security guard position is covered 364
paid for 260 days per year (total paid days) but works for only 235 days per year. The 235
days are productive time, and the remaining 25 days of holidays, sick days, vacation days,
and education days are nonproductive time.
FTE for Annualizing Positions Defined
For purposes of annualizing positions, the definition of FTE is as follows: the equivalent of
one full-time employee paid for one year, including both productive and nonproductive
(vacation, sick, holiday, education, etc.) time. Two employees each working half-time for
one year would be the same as one FTE.2
Staffing Calculations to Annualize Positions
Exhibit 9-2 contains a two-step process to perform the staffing calculation by the annualiz-
ing method. The first step computes the net paid days worked. In this step, the number of
paid days per year is first arrived at; then paid days not worked are deducted to arrive at net
paid days worked. The second step of the staffing calculation converts the net paid days
worked to a factor. In the example in Exhibit 9-2, the factor averages out to about 1.6.
FTEs for Annualizing Positions 97
Exhibit 9–2 Basic Calculation for Annualizing Master Staffing Plan
Step 1: Compute Net Paid Days Worked
RN LPN NA
Total Days in Business Year 364 364 364
Less Two Days off per Week 104* 104* 104*
No. of Paid Days per Year 260 260 260
Less Paid Days Not Worked:
Holidays 9 9 9
Sick Days 7 7 7
Vacation Days 15 15 15
Education Days 3 2 1
Net Paid Days Worked 226 227 228
Step 2: Convert Net Paid Days Worked to a Factor
RN Total days in business year divided by net paid days worked equals factor
364/226 = 1.6106195
LPN Total days in business year divided by net paid days worked equals factor
364/227 = 1.6035242
NA Total days in business year divided by net paid days worked equals factor
364/228 = 1.5964912
*Two days off per week equals 52 � 2 = 104.
Source: Data from J.J. Baker, Prospective Payment for Long Term Care, p. 116, © 1998, Aspen
Publishers, Inc. and S.A. Finkler, Budgeting Concepts for Nurse Managers, 2nd ed., pp. 174–185,
© 1992, W.B. Saunders Company.
98 CHAPTER 9 Staffing: The Manager’s Responsibility
This calculation is for a 24-hour around-the-clock staffing schedule. Thus, the 364 in the
step two formula equates to a 24-hour staffing expectation. Exhibit 9-3 illustrates such a
master staffing plan.
NUMBER OF EMPLOYEES REQUIRED TO FILL A POSITION:
ANOTHER WAY TO CALCULATE FTES
Why Calculate by Position?
The calculation of number of FTEs by the schedule position method—in other words, to
fill a position—is used in controlling, planning, and decision making. Exhibit 9-4 sets out
the schedule and the FTE computation. A summarized explanation of the calculation in
Exhibit 9-4 is as follows. One full-time employee (as shown) works 40 hours per week. One
Exhibit 9–3 Subacute Unit Master Staffing Plan
Staffing for Eight-Hour Nursing Shifts
Shift 1 Shift 2 Shift 3 24-Hour
Day + Evening + Night = Staff Total
RN 2 2 1 5
LPN 1 1 1 3
NA 5 4 2 11
Source: Adapted from J.J. Baker, Prospective Payment for Long Term Care, p. 116, © 1998, Aspen
Publishers, Inc.
Exhibit 9–4 Staffing Requirements Example
Emergency Department Scheduling for Eight-Hour Shifts:
24-Hour
Shift 1 Shift 2 Shift 3 Scheduling
Day Evening Night = Total
Position:
Emergency Room Intake 1 1 1 = 3 8-hour shifts
To Cover Position
Seven Days per Week
Equals FTEs of: 1.4 1.4 1.4 = 4.2 FTEs
One full-time employee works 40 hours per week. One eight-hour shift per day times
seven days per week equals 56 hours on duty. Therefore, to cover seven days per week or
56 hours requires 1.4 times a 40-hour employee (56 hours divided by 40 hours equals
1.4), or 1.4 FTEs.
eight-hour shift per day times seven days per week equals 56 hours on duty. Therefore, to
cover seven days per week or 56 hours requires 1.4 times a 40-hour employee (56 hours di-
vided by 40 hours equals 1.4), or 1.4 FTEs.
Staffing Calculations to Fill Scheduled Positions
The term staffing, as used here, means the assigning of staff to fill scheduled positions. The
staffing measure used to compute coverage is also called the FTE. It measures what propor-
tion of one single full-time employee is required to equate the hours required (e.g., full-time
equivalent) for a particular position. For example, the cast room has to be staffed 24 hours a
day, seven days a week because it supports the emergency room and therefore has to provide
service at any time. In this example, the employees are paid for an eight-hour shift. The three
shifts required to fill the position for 24 hours are called the day shift (7:00 AM to 3:00 PM), the
evening shift (3:00 PM to 11:00 PM), and the night shift (11:00 PM to 7:00 AM).
One eight-hour shift times five days per week equals a 40-hour work week. One 40-hour
work week times 52 weeks equals a person-year of 2,080 hours. Therefore, one person-year
of 2,080 hours equals a full-time position filled for one full year. This measure is our
baseline.
It takes seven days to fill the day shift cast room position from Monday through Sunday,
as required. Seven days is 140 percent of five days (seven divided by five equals 140 per-
cent), or, expressed another way, is 1.4. The FTE for the day shift cast room position is 1.4.
If a seven-day schedule is required, the FTE will be 1.4.
This method of computing FTEs uses a basic 40-hour work week (or a 37-hour work
week, or whatever is the case in the particular institution). The method computes a figure
that will be necessary to fill the position for the desired length of time, measuring this fig-
ure against the standard basic work week. For example, if the standard work week is 40
hours and a receptionist position is to be filled for just 20 hours per week, then the FTE for
that position would be 0.5 FTE (20 hours to fill the position divided by a 40-hour standard
work week). Table 9-1 illustrates the difference between a standard work year at 40 hours
per week and a standard work year at 37.5 hours per week.
TYING COST TO STAFFING
In the case of the annualizing method, the factor of 1.6 already has this organization’s va-
cation, holiday, sick pay, and other nonproductive days accounted for in the formula (re-
view Exhibit 9-2 to check out this fact). Therefore, this factor is multiplied times the base
hourly rate (the net rate) paid to compute cost.
In the case of the scheduled-position method, however, the FTE figure of 1.4 will be mul-
tiplied times a burdened hourly rate. The burden on the hourly rate reflects the vacation,
holiday, sick pay, and other nonproductive days accounted for in the formula (review
Exhibit 9-4 to see the difference). The scheduled-position method is often used in the
forecasting of new programs and services.
Actual cost is attached to staffing in the books and records through a subsidiary
journal and a basic transaction record (both discussed in a preceding chapter). Exhibit 9-5
Tying Cost to Staffing 99
100 CHAPTER 9 Staffing: The Manager’s Responsibility
illustrates a subsidiary journal in which employee hours worked for a one-week period are
recorded. Both regular and overtime hours are noted. The hourly rate, base pay, and over-
time premiums are noted, and gross earnings are computed. Deductions are noted and de-
ducted from gross earnings to compute the net pay for each employee in the final column.
Exhibit 9-6 illustrates a time card for one employee for a week-long period. This type of
record, whether it is generated by a time clock or an electronic entr y, is the original
record upon which the payroll process is based. Thus, it is considered a basic transaction
record. In this example, time in and time out are recorded daily. The resulting regular
and overtime hours are recorded separately for each day worked. Although the appear-
ance of the time card may var y, and it may be recorded within a computer instead of on a
hard copy, the essential transaction is the same: this recording of daily time is where the
payroll process begins.
Exhibit 9-7 represents an emergency department staffing report. Actual productive
time is shown in columns 1 and 2, with regular time in column 1 and overtime in column
2. Nonproductive time is shown in column 3, and columns 1, 2, and 3 are totaled to ar-
rive at column 4, labeled “Total [actual] Hours.” The final actual figure is the FTE figure
in column 5.
The report is biweekly and thus is for a two-week period. The standard work week
amounts to 40 hours, so the biweekly standard work period amounts to 80 hours. Note the
first line item, which is for the manager of the emergency department nursing service. The
actual hours worked in column 4 amount to 80, and the actual FTE figure in column 5 is
1.0. We can tell from this line item that the second method of computing FTEs—the FTE
computation to fill scheduled positions—has been used in this case. Columns 7 through 9
report budgeted time and FTEs, and columns 10 through 12 report the variance in actual
from budget. The budget and variance portions of this report will be more thoroughly dis-
cussed in Chapter 15.
In summary, hours worked and pay rates are essential ingredients of staffing plans, bud-
gets, and forecasts. Appropriate staffing is the responsibility of the manager.
Table 9–1 Calculations to Staff the Operating Roo
m
No. of Annual Hours No. of Annual Hours
Job Position No. of FTEs Paid at 2,080 Hours* Paid at 1,950 Hours
Supervisor 2.2 4,576 4,290
Techs 3.0 6,240 5,850
RNs 7.7 16,016 15,015
LPNs 1.2 2,496 2,340
Aides, orderlies 1.0 2,080 1,950
Clerical 1.2 2,496 2,340
Totals 16.3 33,904 31,785
*40 hours per week � 52 weeks � 2,080.
37.5 hours per week � 52 weeks � 1,950.
Tying Cost to Staffing 101
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102 CHAPTER 9 Staffing: The Manager’s Responsibility
Metropolis Health System
Time Card
Employee J.F. Green No. 1071
Department 3 Week ending June 10
Regular Overtime Hours
Day In Out In Out In Out Regular Overtime
Monday 8:00 12:01 1:02 5:04 8
Tuesday 7:56 12:00 12:59 5:03 6:00 8:00 8 2
Wednesday 7:57 12:02 12:58 5:00 8
Thursday 8:00 12:00 1:00 5:01 8
Friday 7:59 12:01 1:01 5:02 8
Saturday
Sunday
Total regular hours 40
Total overtime 2
Courtesy of Resource Group, Ltd., Dallas, Texas.
Exhibit 9–6 Example of a Time Record
Tying Cost to Staffing 103
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104 CHAPTER 9 Staffing: The Manager’s Responsibility
INFORMATION CHECKPOINT
What Is Needed? The original record of time and the subsidiary journal summary.
Where Is It Found? The original record can be found at any check-in point; the sub-
sidiary journal summary can be found with a supervisor in charge
of staffing for a unit, division, etc.
How Is It Used? It is reviewed as historical evidence of results achieved. It is also re-
viewed by managers seeking to perform future staffing in an effi-
cient manner.
KEY TERMS
Full-Time Equivalents (FTEs)
Nonproductive Time
Productive Time
Staffing
DISCUSSION QUESTIONS
1. Are you or your immediate supervisor responsible for staffing?
2. If so, do you use a computerized program?
3. Do you believe a computerized program is better? If so, why?
4. Does your organization report time as “productive” and “nonproductive”?
5. If not, do you believe it should? What do you believe the benefits would be?
|
Annualizing Staff
HCA/ 2 70 Version 3 |
1 |
Associate Level Material
Annualizing Staff
Consult Ch. 9 of
Health Care Finance and other outside sources to complete the worksheet.
Part I: Taking information for the following scenario, complete the table accordingly by listing the number of days next to each category. Remember, a business year is divided into quarters. Therefore, when calculating a business year, you must divide the year into 52 weeks, which creates 13 months of 28 days, or 4 weeks. This translates into 4 quarters of 91 days, as there are 364 days in a business year.
You are the office manager for a site the physician group owns. You are working on the budget for next year. Your boss has asked you to annualize staff at both sites, because the second site’s office manager is on family leave. You agree to do both sites. To annualize the staffing, you must convert the staff’s net paid days worked to a factor.
Both offices are open and staffed 7 days a week, per the agreement with two managed care plans. The physicians’ group offers the following paid days for each full-time employee after 3 years of service: 8 holidays, 5 sick days, 15 vacation days, 3 personal holidays, and 3 education days. For FTEs over 1 year of service but less than 3 years, the physician group offers the following paid days: 8 holidays, 5 sick days, 7 vacation days, 2 personal holidays, and 1 education day.
Site 1: All employees have been employed for more than 3 years.
Site 2: All employees have been employed for less than 3 years, but more than 1 year.
Compute
net paid days worked for a full-time employee in the physicians’ group.
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CATEGORY OF DAYS |
NUMBER OF DAYS: Site 1 |
NUMBER OF DAYS: Site 2 |
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Total days: business year |
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Less 2 days off per week |
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Number of paid days per year |
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Less paid days not worked: |
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Holidays |
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Personal holidays |
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Sick days |
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Education days |
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Vacation days |
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Total nonproductive days |
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Net productive days |
Part II: Convert net paid days worked to a factor to annualize the staffing plan for the physician practice at both sites. Complete the following table by entering the annualizing equation to obtain the factor.
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SITE |
EQUATION |
FACTOR |
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| 2 |
