Budget and finance concepts and applications

Budget & Finance

The occupancy rate is the ADC divided by the capacity. In this example, the occupancy rate is 32.87 / 40 = 82.19%. The average length of stay is the total number of patient days divided by the number of admissions. In this example, it is 11.4 days.

Using the example of a hospital with 50 beds, 15000 patient days and 1300 annual admissions, the answers to the above questions would be as follows. The ADC would be 41.09; the occupancy rate would be 82.1% and the average length of stay would be 11.53.

The first step is to calculate the percentage additional in nonproductive hours, which in this case is 382/2080, 0.183 per paid hour. 6000 hours are required, so this is 6000/(2080*.817) = 3.53 FTEs are required to provide the work.

If 5000 hours are required, an FTE is 2080 hours, and nonproductive hours are 300, then the number of FTEs that are requires is 2.8.

The agency above must provide 6000 / 250 hours of care per day, based on the annual care requirement of 6000 and a year being 250 days. So 24 hours per day of care. With 24 hours and 8-hour shifts, 24/8 = 3 nurses are needed for each day.

If the agency works 365 days per year, and a shift is 7.5 hours, it will provide 16.43 hours of care per day, which will require 16.43 / 7.5 = 2.19 nurses per day.

4. The total workload in care hours is the weighted average of the different types of patients, so (.25)(.5) + (.25)(.8)+(.25)(1.2)+(.25)(2) = .125 + .2 + .3 + .5 = 1.125 * 5000-5625 care hours. This equates to 1.125 care hours per clinic visit.

If there were 6000 visits, divided equally among patients that require care of 0.4 hours, 0.9 hours, 1.0 hours and 2.2 hours. Under that scenario, the total workload care hours would be (.25)(.4) + (.25)(.9) + (.25)(1) + (.25)(2.2) = 1.125*6000 visits = 6750 total workload care hours, or 1.125 WLCHs per visit.