Recruitment, Readiness, and Retention of Providers at a Field Hospital during the Pandemic

In response to the coronavirus disease 2019 (COVID-19) pandemic, the State of Maryland established a 250-bed emergency response field hospital at the Baltimore Convention Center to support the existing healthcare infrastructure. To operationalize this hospital with 65 full-time equivalent (FTE) clinicians in less than four weeks, more than 300 applications were reviewed, 186 candidates were interviewed, and 159 clinicians were credentialed and onboarded. The key steps to achieve this undertaking involved employing multidisciplinary teams with experienced personnel, mass outreach, streamlined candidate tracking, pre-interview screening, utilizing all available expertise, expedited credentialing, and focused onboarding. To ensure staff preparedness, the leadership developed innovative team models, applied principles of effective team building, and provided ‘just in time’ training on COVID-19 and non-COVID-19 related topics to the staff. The leadership focused on staff safety and well-being, offered appropriate financial remuneration and provided leadership opportunities that allowed retention of staff.

How Noncredit Enrollments Distort Community College IPEDS Data: An Eight-State Study

A commonly used metric for measuring college costs, drawn from data in the Integrated Postsecondary Education Data System (IPEDS), is expenditure per full-time equivalent (FTE) student. This article discusses an error in this per FTE calculation when using IPEDS data, especially with regard to community colleges. The problem is that expenditures for noncredit courses are reported to IPEDS but enrollments are not. This exclusion inflates any per FTE student figure calculated from IPEDS, in particular expenditures and revenues. A 2021 IPEDS Technical Review Panel (TRP #62) acknowledged this problem and moved campus institutional research offices a step closer to reporting noncredit enrollment data (RTI International, 2021). This article is the first to provide some numbers on the magnitude of this problem. It covers eight states—California, Iowa, New Jersey, New York, North Carolina, South Carolina, Tennessee, and Virginia. Data on noncredit community college enrollments were made available from system offices in all states. In addition, discussions were held at both the system level and the campus level to verify the data and assumptions. Figures provided by states were merged with existing IPEDS data at the campus and state levels, and then were adjusted to account for noncredit enrollments. The results provide evidence that calculations using IPEDS data alone overestimate the resources that community colleges have to spend on each student, although distortions vary greatly between states and among colleges in the same state. The results have important implications for research studies and college benchmarking.

DETERMINATION OF THE OPTIMAL NUMBER OF EMPLOYEES USING THE FULL TIME EQUIVALENT (FTE) METHOD AT PT. XYZ

Determining the optimal number of employees in a company is a basic condition that must be concern into account when drafting a work plan. The work design process ultimately aims for balance the physical and mental aspects of humans in completing certain tasks so that. Determination of the number of employees whit the existing workload will support employees performance in perform their duties optimally. The purpose of this research is to determine the optimal number of salesman based on the workload calculated using the Full Time Equivlent method. Based on the results of research at PT. Xyz used the method FTE is know that the workload of the 4 salesman is classified as overloaded. Where is sales I has a workload of 1.48, sales II has a workload of 1.70, sales III has a workload of 1.66, sales IV get a workload of 1.42. Based on the table of labor requirements to the FTE value, the number of initial salesman was 4 sales and the addition of the number of salesman is as many as 10 salesmen. So, the optimal number of salesmen in Makassar city is 14 salesmen.

The association between midwifery staffing levels and the experiences of mothers on postnatal wards: cross sectional analysis of routine data

Background Women have consistently reported lower satisfaction with postnatal care compared with antenatal and labour care. The aim of this research was to examine whether women's experience of inpatient postnatal care in England is associated with variation in midwifery staffing levels. Methods Analysis of data from the National Maternity Survey in 2018 including 17,611 women from 129 organisations. This was linked to hospital midwifery staffing numbers from the National Health Service (NHS) Workforce Statistics and the number of births from Hospital Episode Statistics. A two-level logistic regression model was created to examine the association of midwifery staffing levels and experiences in post-natal care. Results The median full time equivalent midwives per 100 births was 3.55 (interquartile range 3.26 to 3.78). Higher staffing levels were associated with less likelihood of women reporting delay in discharge (adjusted odds ratio [aOR] 0.849, 95% CI 0.753 to 0.959, p=0.008), increased chances of women reporting that staff always helped in a reasonable time aOR1.200 (95% CI 1.052, 1.369, p=0.007) and that they always had the information or explanations they needed aOR 1.150 (95% CI 1.040, 1.271, p=0.006). Women were more likely to report being treated with kindness and understanding with higher staffing, but the difference was small and not statistically significant aOR 1.059 (0.949, 1.181, p=0.306). Conclusions Negative experiences for women on postnatal wards were more likely to occur in trusts with fewer midwives. Low staffing could be contributing to discharge delays and lack of support and information, which may in turn have implications for longer term outcomes for maternal and infant wellbeing.

Characterization of EHR Use Outside Work Hours among Primary Care Pediatricians Using Electronic Health Record Access Logs (Preprint)

BACKGROUND Many of the benefits of electronic health records (EHRs) have not been achieved at expected levels due to a variety of unintended negative consequences such as documentation burden. Previous studies have characterized EHR use during and outside work hours, with many reporting physicians spending considerable time on documentation-related tasks. These studies characterized EHR use during and outside work hours using clock time versus actual physician schedules to define outside work time. OBJECTIVE This study closes a knowledge gap by characterizing EHR engagement outside work hours using actual physician schedules to define EHR work outside work hours. METHODS A retrospective exploratory descriptive task analysis of EHR access log data from primary care pediatricians in September 2019 at a large midwestern pediatric health center was conducted to quantify and identify actions completed outside work hours. Mixed effects statistical modeling was used to investigate the effects of age, sex, clinical full-time equivalent status, and EHR engagement during work hours on the use of EHRs outside work hours. RESULTS Primary care pediatricians (n=56) in this study generated a total of 1,523,872 access-log data points (across 1,069 physician workdays) and spent an average of 3.9 and 1.2 hours per physician per workday engaged in the EHR during and outside work hours, respectively. About three-quarters of the time engaged in the EHR during or outside work hours was spent reviewing data and reports. Mixed effects regression revealed no associations of age, sex, nor clinical full-time equivalent status with EHR use during or outside work hours. CONCLUSIONS For every hour primary care pediatricians in this study spent engaged with the EHR during work hours, they spent about 20 minutes interacting with the EHR outside work hours. Most of their time (both during and outside of work hours) was spent reviewing data, records, and other information in the EHR.

Digital Transformation Journey of Field Operations at Abu Dhabi Offshore Field in UAE

Field operations generate large volumes of data from various equipment and associated Meta data such as inspection due dates, maintenance schedule, people on board, etc. The data is often stored in silos with a data guardian for each entity. The objective of this project was to volarize the data by developing engineered KPI's to drive decision making and make data accessible for everyone in the organization to foster cross collaboration. Data analytics and visualization solutions were developed to automate low value-added tasks either using robotic process automation scripts or business intelligence reporting tool. Data was residing either in spreadsheet or native applications. With support of IT, centralized database was established. Scrum agile project management techniques were used to develop digital solutions. A high-level digital road map was created consulting all teams including stake holders. Use cases were identified and captured in lean A3 problem solving format. Each use case clearly identified the benefits to organization, and this was used to prioritize the use cases. A sprint was set-up with agile team and products were developed as per end user's expectation. The constant feedback loop via daily stand-up meetings helped the team deliver value added products. Digital solutions were developed to automate low value-added tasks so employees can focus on improving systems instead of producing reports. By developing engineering KPI's and predictive analytics, technical authority could shift from reactive maintenance to pro-active maintenance. Using linear regression machine learning, early warning digital solution was developed to monitor and notify technical authority to clean strainers. The production team achieved 0.75 full time equivalent (FTE) in time savings by automating reports. By visualizing operations data such as flaring, production profiles; the team minimized flaring leading to 1% OPEX cost saving. Around 10% of chemical budget was saved by monitoring chemical injections at all platforms. Similar cost savings were achieved by visualizing data for other disciplines such as maintenance and HSE teams. By being better informed about wells annuli pressure build-up via email notifications, wells integrity team reduced the associated risk. By forming a multi-disciplinary agile team with business and delivery team, digital team deployed 20+ digital products over a short time frame of 2 years.

Workforce demographics and unit structure in paediatric cardiac critical care in the United States

Objective: To assess current demographics and duties of physicians as well as the structure of paediatric cardiac critical care in the United States. Design: REDCap surveys were sent by email from May till August 2019 to medical directors (“directors”) of critical care units at the 120 United States centres submitting data to the Society of Thoracic Surgeons Congenital Heart Surgery Database and to associated faculty from centres that provided email lists. Faculty and directors were asked about personal attributes and clinical duties. Directors were additionally asked about unit structure. Measurements and main results: Responses were received from 66% (79/120) of directors and 62% (294/477) of contacted faculty. Seventy-six percent of directors and 54% of faculty were male, however, faculty <40 years old were predominantly women. The majority of both groups were white. Median bed count (n = 20) was similar in ICUs and multi-disciplinary paediatric ICUs. The median service expectation for one clinical full-time equivalent was 14 weeks of clinical service (interquartile range 12, 16), with the majority of programmes (86%) providing in-house attending night coverage. Work hours were high during service and non-service weeks with both directors (37%) and faculty (45%). Conclusions: Racial and ethnic diversity is markedly deficient in the paediatric cardiac critical care workforce. Although the majority of faculty are male, females make up the majority of the workforce younger than 40 years old. Work hours across all age groups and unit types are high both on- and off-service, with most units providing attending in-house night coverage.

Retrospective observational study of ethnicity-gender pay gaps among hospital and community health service doctors in England

ObjectivesTo identify differences in average basic pay between groups of National Health Service (NHS) doctors cross-classified by ethnicity and gender. Analyse the extent to which characteristics (grade, specialty, age, hours, etc.) can explain these differences.DesignRetrospective observational study using repeated cross-section design.SettingHospital and Community Health Service (HCHS) in England.ParticipantsAll HCHS doctors in England employed by the NHS between 2016 and 2020 appearing in the Digital Electronic Staff Record dataset (average N=99 953 per year).Main outcome measuresHours-adjusted full-time equivalent pay gaps; given as raw data and further adjusted for demographic, job, and workplace characteristics (such as grade, specialty, age, whether British nationality, region) using multivariable regression and statistical decomposition techniques.ResultsPay gaps relative to white men vary with the ethnicity-gender combination. Indian men slightly out-earn white men and Bangladeshi women have a 40% pay gap. In most cases, pay gaps can largely be explained by characteristics that can be measured, especially grade, with the extent varying by specific ethnicity-gender group. However, a portion of pay gaps cannot be explained by characteristics that can be measured.ConclusionsThis study presents new evidence on ethnicity-gender pay gaps among NHS doctors in England using high quality administrative and payroll data. The findings indicate all ethnicity-gender groups earn less than white men on average, except for Indian men. In some cases, these differences cannot be explained giving rise to discussions about the role of discrimination.

Optimalisasi Kebutuhan Manpower pada Pekerjaan Sistem Perpipaan Kapal Harbour Tug 3200 HP Menggunakan Metode Full Time Equivalent

Pada dasarnya setiap perusahaan akan melakukan penyusunan perencanaan dan pengaturan jadwal yang terperinci mengenai aktivitas kegiatan, waktu serta biaya agar mendapatkan hasil akhir yang optimal. Terdapat salah satu perusahaan sub kontraktor pada sebuah galangan kapal di Surabaya yang bertanggung jawab untuk memproduksi sistem perpipaan pada kapal Harbour Tug 3200 HP akan tetapi pekerjaan ini mengalami keterlambatan produksi yang disebabkan oleh beberapa faktor. Hal tersebut mengakibatkan bertambahnya beban kerja yang diterima oleh pihak pekerja. Sehingga penelitian ini akan menggunakan metode full time equivalent yang bertujuan untuk menghitung beban kerja dengan jam kerja efektif. Hasil dari penelitian ini menunjukkan bahwa rata-rata beban kerja yang diterima pekerja senilai 2,07 sehingga hasil tersebut termasuk ke dalam ketegori beban kerja overload. Upaya untuk melakukan pengoptimalan kinerja karyawan dapat melalui penambahan jumlah tenaga kerja yang disesuaikan dengan hasil perhitungan jumlah tenaga kerja optimal.