Time management, Patient ratios and Moral turpitude in Rehab/LTC

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Specializes in EMS, LTC, Sub-acute Rehab.

Recently, I cut back to PRN from full time at a rehab/ltc facility, partly to focus on furthering my education, also to test the waters in home health nursing, but mainly because 1:28 patient ratio is unacceptable in my opinion.

Prior to this new arrangement, I met with my previous DON for an informal exit interview. When she asked me why I was going PRN, I told her very specifically that a 1:28 ratio is not acceptable for patient care. She simply stated, Suit yourself, it is what it is.”

Her statement didn't come as a shock to me at all. When I started the position, I told her I didn't have enough time or help to complete all of my shift work. She simply stated she was aware we were understaffed and working on it but everything was driven by the Census. I admit, I was new to nursing and would try to make a go of things. After all, I'd been a project manager with over 30 contractors, millions of dollars in deliverables, and timelines to beat. I sit down to devise a system but not before reviewing the data.

With a stop watch and notebook, I began to make notes on completion times, patterns, and sequences to streamline my time management over the course of several weeks. I know some people might be thinking, of course you're taking longer, you're doing extra work to track all of that information. To an extent you would be correct but they pulled me off orientation after 7 days. I requested a month. I figured the difference they were saving in labor would more than offset the overtime I was racking up and I didn't mind working the extra hours to get my head around things.

Some of the mathematics of time management distilled into the following table:

[TABLE=width: 667]

[TR]

[TD][/TD]

[TD=colspan: 6]Time Management Work Breakdown Structure Rehab/LTC @25 Resident[/TD]

[TD][/TD]

[TD][/TD]

[TD][/TD]

[/TR]

[TR]

[TD][/TD]

[TD][/TD]

[TD][/TD]

[TD][/TD]

[TD][/TD]

[TD][/TD]

[TD][/TD]

[TD][/TD]

[TD][/TD]

[TD][/TD]

[/TR]

[TR]

[TD][/TD]

[TD]Minutes[/TD]

[TD]Activity[/TD]

[TD][/TD]

[TD][/TD]

[TD][/TD]

[TD][/TD]

[TD][/TD]

[TD][/TD]

[TD][/TD]

[/TR]

[TR]

[TD]Start[/TD]

[TD]45[/TD]

[TD=colspan: 5]Report, Narc Count, Vital Sheets, Stock Cart[/TD]

[TD][/TD]

[TD][/TD]

[TD][/TD]

[/TR]

[TR]

[TD][/TD]

[TD]187.5[/TD]

[TD=colspan: 6]Med Pass 1, Treatments & Assessments (7.5 mins. per Pt.)[/TD]

[TD][/TD]

[TD][/TD]

[/TR]

[TR]

[TD][/TD]

[TD]15[/TD]

[TD=colspan: 6]Skin Audits, Braden, Fall Risk (5 mins per Pt. x 3) @ Shower or Brief Change[/TD]

[TD][/TD]

[TD][/TD]

[/TR]

[TR]

[TD][/TD]

[TD]30[/TD]

[TD=colspan: 2]Break (Automatically deducted per shift)[/TD]

[TD][/TD]

[TD][/TD]

[TD][/TD]

[TD][/TD]

[TD][/TD]

[TD][/TD]

[/TR]

[TR]

[TD][/TD]

[TD]187.5[/TD]

[TD=colspan: 6]Med Pass 2, Treatments & Assessments (7.5 mins per Pt.)[/TD]

[TD][/TD]

[TD][/TD]

[/TR]

[TR]

[TD][/TD]

[TD]45[/TD]

[TD=colspan: 4]Stock & Clean Cart, Report, Narc Count[/TD]

[TD][/TD]

[TD][/TD]

[TD][/TD]

[TD][/TD]

[/TR]

[TR]

[TD]End[/TD]

[TD]30-60[/TD]

[TD=colspan: 8]Daily Nursing Summary, Progress Notes, Take Off Orders, Finish Paperwork[/TD]

[/TR]

[TR]

[TD]Total[/TD]

[TD]540[/TD]

[TD=colspan: 2]8.5 -9 Hours[/TD]

[TD][/TD]

[TD][/TD]

[TD][/TD]

[TD][/TD]

[TD][/TD]

[TD][/TD]

[/TR]

[TR]

[TD][/TD]

[TD][/TD]

[TD][/TD]

[TD][/TD]

[TD][/TD]

[TD][/TD]

[TD][/TD]

[TD][/TD]

[TD][/TD]

[TD][/TD]

[/TR]

[TR]

[TD]Add[/TD]

[TD]90-120[/TD]

[TD=colspan: 6]per Admission (Consents, Paperwork, Orders, MARs, TARs)[/TD]

[TD][/TD]

[TD][/TD]

[/TR]

[TR]

[TD]Add[/TD]

[TD]30-120[/TD]

[TD=colspan: 8]per Emergent Condition (EMS/Family Contact, VS Q15/ Assess, SBAR Paperwork)[/TD]

[/TR]

[TR]

[TD]Add[/TD]

[TD]30-60[/TD]

[TD=colspan: 8]per Discharge (Medications, Education/Instruction, Coordination of Care)[/TD]

[/TR]

[TR]

[TD]Add[/TD]

[TD]30-60[/TD]

[TD=colspan: 7]per Death (Family/Funeral Home Contact, Prep Body, Inventory)[/TD]

[TD][/TD]

[/TR]

[TR]

[TD]Add[/TD]

[TD]15-60[/TD]

[TD=colspan: 8]Family to Resident to Resident Drama (Incident report, mediation, notification)[/TD]

[/TR]

[/TABLE]

I did get quicker at popping pill packs, dressing changes, skin assessment, diffusing situations etc... Despite all of my efforts and learning, I returned to the same conclusion, it all could never be completed in the time allocated, or in most cases, to an acceptable standard of care without massive short cuts.

I saw some seasoned people pull off most of the technical hands on, time oriented med pass, and paper work drills. Others were better building patient repertoire, diffusing crisis, and managing people. The bottom line was simple; no one leaves on time without something being undone.

Fast forward to a few days ago, I received this call from a very enthusiastic DON. She has been working at this facility she calls her dream job for 10 years. They paid for her BSN and MSN. The list of perks and benefits went on and on. So I asked her, what the nurse to patient ratio is. She states, 1:25-30. Is that a problem?” And here we are back at square one again.

Would you sacrifice benefits and perks to be adequately staffed?

Do you consider a 1:30 nurse to patient ratio acceptable?

Does a Director of Nursing who finds these numbers acceptable for their nurses, lack a moral compass?

Or are these DONs simply playing by the rules of the business in an unwinnable scale of economies?

Moral turpitude is a great way to describe the staffing in LTC/rehab. Unfortunately, 1 nurse to 28-30 patients is absolutely the norm anywhere I have ever worked at least on a LTC wing. In straight rehab (with almost no LTC people mixed in and high acuity, lots of wounds/would vacs, IVs, TPN, traches etc) I have seen 1 to 15 and that feels like a horrible nightmare sometimes. It doesn't matter how impossible the 1 to 30 ratio can be, that seems to be the industry standard and they are never going to change it. I doubt you will find any where that has less of a ratio than that. The difference is some facilities do provide more support that make it more manageable...more CNAs, help with admissions (I already feel like I'm doing 12 hrs of work in an 8 hr day then I find out I'm getting an admission...ugh!)

I think that is a great breakdown of the shift work. I think the ratio really depends on the acuity of the residents. If they are more LTC and less skilled, then you might have more meds, but less assessments. The med pass is what needs streamlined. There are way too many meds on stable LTC residents.

Specializes in Gerontology, Med surg, Home Health.

Oh puhleeeze. Lack of a moral compass? Get over yourself. I've been in the business for years and have seen all the changes good and bad. The staffing ratios are not good but it's due to the reimbursement structure. Most DONs have no say in the staffing patterns. I stay because I care about the staff and the residents. Better someone like me who cares than someone who just gets a pay check. SO how dare you say DONs don't have a moral compass.

Specializes in EMS, LTC, Sub-acute Rehab.

The staffing ratios are not good but it's due to the reimbursement structure.

Medicaid reimbursement were I worked was 480.00 per patient per day, allocated specifically to nursing care services only. You could hire 3 nurses at 16.50, current starting rate here, and provide 24hr care for one patient and still have money left over.

Most DONs have no say in the staffing patterns. I stay because I care about the staff and the residents. Better someone like me who cares than someone who just gets a pay check.

They can vote with their feet. I'm not sure what the difference is between 'caring' and a pay check, the math does not lie. Any DON knows unsafe staffing numbers are directly related to sub-par care and burnt out staffing. As one poster pointed out, the numbers may differ a bit based on acuity but at some point your still playing life boat politics with care and there aren't enough nurses to go around.

As long as DONs maintain the status quo, they become part of the problem not the solution. Any type of martyrdom that may be garnered is directly undermined by those same efforts because people aren't going to stop growing old or sick yet the staffing numbers remain unchanged. Who really bares the shame then?

Professionally, I would never knowingly place my patients, my staff, and myself in an unwinnable situation whether it was for personal gain or because I cared.

Specializes in Gerontology, Med surg, Home Health.

I don't know where you work but MassHealth does not reimburse at that high a rate. We lose money on most long term residents.

Specializes in EMS, LTC, Sub-acute Rehab.

That's possible but not very likely if you work at a For-Profit facility. Something that might appear as a loss will most likely be written off by the business office and offset as the cost of doing business in order to maintain Medicaid requirements e.g. a certain number of medicaid LTC patients per beds in the facility.

This routinely happens in my facility because the rehab side generates a much greater return and offsets the cost of an LTC patient. So it's a calculated 'loss'. Not to mention the fact that For-profit facilities are notorious for over billing as represented by a 30% of claims denial by way of comparisons to the 15% a Non-profit facility generates.

You are correct that MassHealth typically reimburses 70% of the cost, like most state Medicaid programs. But there are many other factors that determine reimbursement rates, most of which are very individualized right down to the building construction and age.

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