Using a Nursing Productivity Committee to Achieve Cost Savings and Improve Staffing Levels and Staff Satisfaction

Abstract

Challenged by rising costs, higher registered nurse vacancy rates and declining staff morale, a Nursing Productivity Committee was formed to analyze productive and nonproductive hours and seek improvements in our staffing models and scheduling processes. The changes implemented led to lower nurse to patient ratios, better control of labor costs, elimination of agency staff, greater staff satisfaction, and introduction of new technologies. Nurse managers, nursing supervisors, and frontline staff are now more knowledgeable and empowered to use creative solutions to manage their budgets and schedules in these times of fluctuating census and varying vacancy rates.

Nurses’ Experiences of Managing and Management in a Critical Care Unit

“…The turnover rate of critical care nurses worldwide is between 14% and 30% (Hauck, Griffin, & Fitzpatrick, 2011; O’Brien-Pallas, Murphy, Shamian, Li, & Hayes, 2010). Nursing vacancy rates of 30% within intensive care units (ICU) are not unusual (McKenna et al, 2011). Surveys of nurses reveal low morale, poor working conditions, and that one third of nurses would leave the nursing profession if they could (Aiken, Clarke, Sloane, Lake, & Cheney, 2008).…”

Empowering a Healthy Practice Environment

“…Several research studies have found that high patient/nurse ratios are related to burnout and dissatisfaction among RNs. [23][24][25][26][27][28] Nurse JC works on a busy unit with a high attrition rate. Recently 2 nurses resigned and, because of financial constraints, a decision was made by management not to fill the vacant positions.…”

Maximizing Efficiency and Reducing Robotic Surgery Costs Using the NASA Task Load Index

“…Recommendations from senior leaders that midlevel leaders educate and review staffing plans and expectations with frontline employees 15 appear futile when midlevel leaders and frontline employees believe productivity targets are not in alignment with daily workloads. Until OR leaders can justify staffing needs based on procedure complexity and workload—including patient acuity and minutes to set up, perform, and tear down the procedure—productivity targets will remain the same.…”