OPTIX Reporting

“Measurement creates awareness, awareness leads to intentionality, and intentionality drives behavior.” – Matthew Kelly

“I absolutely love these tools!!! I have worked with MANY productivity tools in my management career but these are the best that I have seen at being able to help you figure out where/why you have missed your targets. They are easy to do and don’t give you a bunch of extraneous info. I was skeptical at first but I’m a believer now that I have used them for several pay periods, especially using the two in conjunction with each other.” – Renee B. -RN, BSN, MBA, MSM, Nurse Director

“Information is power. Raw data is useless.” – Jane M. -RN, BSN, MBA, MSM, Chief Nursing Officer

The Baseline Report©

As senior level management gauges the performance of the institution prior to the end of a month, limited 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© (also known as the Fte and Salary Summary Report) is a management report reflecting the overall labor performance of the institution by combining 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 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 opportunities to reflect change, managers have the feedback and ability 26 times a year.

The Bi-Weekly Productivity Report© reflects the individual departmental productivity performance for the entire organization on a 2-week (pay period) interval, while maintaining also 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.

Target and Actual Standards include:

  1. Total Paid Salaries
  2. Ftes (Productive, Overtime, Non-Productive, Agency, and Total Paid)
  3. Volume (Target vs. Actual)
  4. Worked Hours per Unit of Service (Target vs. Actual)
  5. Paid Cost Per Unit of Service (Target vs. Actual vs. YTD)
  6. YTD Ftes (Target vs. Actual)
  7. Pay Period and YTD Cost Per Unit of Service Variance

Global and Specific Department Level Assessment

The PLUS+ Report©

Just as Vilfredo Pareto observed that 20% of the pea pods in his garden contained 80% of the peas (Pareto Principle), 80% of the fte variances occur in 20% of the departments within a hospital. The PLUS+ Report© takes the same approach and sorts the variances based on the greatest variances. The “Red” box represents those areas that are currently running a variance. The goal is to not ultimately at zero, rather to use this as a guide to identify areas of focus. Global and Specific Department Assessment

The Bi-Weekly Variance Summary©

The Bi-Weekly Productivity Report© projects the variances and identifies potential areas of opportunity, the PLUS+ Report© sorts by the highest variances, and the Bi-Weekly Variance Summary© depicts each department and the current volume and cost adjusted variance for each period. This is a graphically pleasant depiction of the results for each period. For instance, how often do we achieve our goals, when, and what trend are we in now. The goal is to measure and sustain progress. Global and Specific Department Level Assessment

FTE Summary©

Just as the Bi-Weekly Variance Report© depicts the overall variances by pay period, the Bi-Weekly Fte Summary© displays the total paid ftes in the same manner. Where are we now? What trend are we in? What are the highs and lows? The Bi-Weekly Fte Summary© will display this while also showing the year to variances. Global and Specific Level Assessment

Trend Analysis Charts

Although reports are important, it is always easier to tell a story and monitor progress with the help of trend analysis charts. The information generated from the OPTIX Reporting System is summarized in a series of charts available each pay period. The detail could range from a global cost per inpatient admission to the hours and cost per operating room minute. These charts are posted online each pay period with specific drop down functions sorting by department and specific report. For example, if you would like to see the progress within a specific nursing unit you can ping the department number and the specific indicator, such as the cost per patient day. At that point, a chart will illustrate the performance for the entire year by pay period. Global and Specific Level Assessment

The Performance Calculator©

There are many variances to interpret when looking at the Bi-Weekly Productivity Report©. What was the cause of my variance, ftes, salaries, volume, premium spending, non-productive time? Oftentimes a manager can become overwhelmed with data and they simply need a cheat sheet or calculator to “decode” the results and identify areas of opportunity. The Performance Calculator© will tell the manager exactly what the cause for the variance or even what areas to look at even if they are working at their target with 7 or 8 inputs every other week when The Bi-Weekly Productivity Report© is available. This tool is an excellent resource to use for variance reporting as there are also trending reports attached to depict the year to date trends with hours, ftes, salaries, volume and worked hours per unit. Specific Department Level Interpretation

The Daily Productivity Checkbook™©

The Productivity Checkbook™© provides the manager with the required information to proactively manage the relationship between the department’s productive and non-productive hours with relation to their departmental volume on a daily basis. With this, the manager can now focus their attention on improving the department while influencing the biweekly and monthly performance.

The key attribute of The Productivity Checkbook™© is its interactive characteristic. The manager uses the system by planning and recording the staffing and key volume indicator for the day. This proactive approach promotes initiative and ownership for important management decisions. In addition to the proactive approach, each manager knows exactly how the department performs every day. Specific Department Level Planning and Interpretation

Optimum Nursing Staffing Calculator©

As targets are set during the Target Generation Phase of the Improvement Process, the Chief Nursing Officer or Director of Nursing will complete the Optimum Staffing Calculator© to determine the appropriate staffing by skill mix, by shift, and for the appropriate census. Various performance indicators such as cost per patient and hours per patient (worked and paid) will be reflected with the corresponding variances. In addition, the calculator can be used to play “what if” with different staffing mixes such as Primary Care vs. Team Nursing. Since the inception in 2003, front line managers have also been known to use the calculator on a daily basis to assess the daily plan. Specific Department Level Planning and Interpretation

Optimum Nursing Grids©

Just as the Optimum Nursing Staffing Calculator© illustrates variances on the budgeted average daily census, the Optimum Nursing Grid© takes the same approach, however, it illustrates the staffing based on a series of census levels that typically occur during the course of the year. For instance, for a 30-bed unit there will be scenarios built for census levels of 20 – 30. These scenarios will include skill mix by shift and by cost.The Optimum Nursing Staffing Calculator© acts as a roadmap for staffing as the daily and weekly volumes fluctuate. Specific Department Level Planning and Interpretation 

Budget Template

From the beginning of the process the Best Practice Analysis projects targets that are eventually signed off by leadership and implemented. As the year progresses and changes are made to the staffing, we develop a better picture of the run rate and progress towards those targets. As the upcoming budget process begins, projected departmental volumes are generated and loaded into the Budget Template. Once loaded, the departmental standards are applied which will create an initial snapshot of where the ftes, salaries, performance standards will be. At that point, the template will allow for adjustments in the fte levels based on incremental increases or decreases that don’t necessarily produce changes in staffing. The purpose of the Budget Template is to illustrate the projected labor budget based on firm standards and improvement opportunities. Specific and Global Department Level Planning

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