The Bi-Weekly Productivity Report
Oftentimes, institutions are data rich and information poor (DRIP). Solid information tells a story and enables directors and managers to plan proactively and make decisions based on the timely feedback. The purpose of the system is to pinpoint the exact cause or reason for the variance whether – or +. This way, management knows exactly what to focus on in order to meet their goals. All without having to search through multiple monthly reports that arrive 2-3 weeks after the monthly close. Instead of 12 feedback opportunities to reflect change, managers have the feedback and ability 26 times a year.

The Biweekly Productivity Report reflects the productivity performance of the entire organization on a 2-week (pay period) interval, while maintaining the year to date perspective. The report includes all hospital departments and reflects the FTE and salary statistics with relation to volume and cost and reflects the effects of premium spending.

Global and Specific Department Level Assessment

The Baseline
As senior level management tries to gauge the performance of the institution prior to the end of a month, very little information is available. Knowing that labor accounts for more than 50% of the expenses and equivalent admissions project a reliable indicator for revenue, we believe in looking at the relationship between the two as an interim forecast at a high level. The Baseline Report is a management report reflecting the overall labor performance of the institution by marrying the salaries, ftes, and equivalent admissions to project performance standards such as cost and ftes per equivalent admission on a pay period basis. Targets are set and variances are reflected based on the fiscal year goals. Information reported illustrates each pay period and a running year to date total.

Global Level Assessment

The Bi-Weekly Totals
A very basic method of determining the control of labor is to monitor ftes and the distribution of hours. The buckets of hours include productive, overtime, outside agency and non-productive. There is a delicate balance of what hours are to be utilized at varying times of the year and, without applying volume standards, a tip in the distribution can be very costly. The Bi-Weekly Totals Report reflects the ftes of the institution on a pay period basis with percentages indicating the distribution. This is extremely important to monitor even during times of low vacation and holidays. Targets are set and available for review every two weeks. Information reported illustrates each pay period and a running year to date total.

Global Level Assessment

The Bi-Weekly Productivity Summary
Using the information from The Bi-Weekly Productivity Report, the ftes for each department are reflected for each pay period and group by director or vice president in the same format. This allows management to see various growth or reduction trends by department. After multiple years or during cost reduction efforts, fiscal year results or targets fields can be added for comparison purposes. Information reported illustrates each pay period and a running year to date total.

Global and Specific Department Level Assessment

The Nursing Costs
"As nursing goes, so does the institution" is very often the motto of many. Although our approach focuses on productivity and volume management within every department reflected in The Bi-Weekly Productivity Report, if the nursing is not managing all labor expenses under nursing, targets will not always be achieved. In other words, it isn’t always enough to manage the volume dependant areas, we must manage the expenses all areas. The Nursing Cost Report reflects the overall cost per patient within the entire nursing grouping on a pay period basis with a salary variance. At the end of each period a salary figure is calculated to indicate what was over / under paid. Targets are set and available for review every two weeks. Information reported illustrates each pay period and a running year to date total.

Nursing Level Assessment