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How to Cut Overreliance on Contract Nurses

Alexandra Wilson Pecci, for HealthLeaders Media, July 1, 2014

"I've really gotten away from using the word 'float' because it has such a negative connotation," McNitt says. "It really isn't a float pool; it's a resource team."

Now the mentality of being part of the resource team has truly changed.

"They're not floating. That's just what they were hired to do," she says. "We were very intentional about who we hired, we were very picky about who we hired."

So far, the changes have yielded positive results. According to McNitt, the hospital has reduced floating among its core staff from 4.6 FTE-equivalent per pay period in FY2012 down to 1.5 FTE-equivalent per pay period as of the second quarter of FY 2014.

Float Reduction

FY2014

FY2012

1.5 FTE-equivalent

4.6 FTE-equivalent

In addition, the turnover rate fell from 15.3% in FY 2012, to about 10% in FY 2014. The hospital also saved $600,000 between FYs 2012 and 2013.

Turnover Rates

FY2014

FY2013

FY2012

10%

12%

15.3%

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1 comments on "How to Cut Overreliance on Contract Nurses"


Mark Graban (7/2/2014 at 12:39 PM)
The description of "lean" staffing levels (being understaffed) should not be confused with the "Lean" management system that's based on Toyota and has been used in health systems around the world. A "Lean Healthcare" model would ensure the RIGHT level of staffing that best meets patient needs while being fiscally responsible of the organization [INVALID] not too little staffing and not too much staffing.